Tracing the effects of employee involvement and participation on trust in managers: an analysis of covariance structures
Tracing the effects of employee involvement and participation on trust in managers: an analysis of covariance structures
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DOI：
10.1080/09585192.2011.637058
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发表时间：
2012-06
期刊：
影响因子：
--
通讯作者：
A. Timming
中科院分区：
文献类型：
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作者：
A. Timming
利用2004年员工工作场所雇佣关系调查的数据，本文采用结构方程模型，以追踪员工参与和参与对英国工人在管理中相互信任的程度的影响。研究结果表明，参与给组织带来了一系列好处，包括增加工作影响力、提高工作满意度、提高对管理者的承诺和信任程度。然而，工作影响力的增加与组织承诺和信任水平的降低矛盾地联系在一起。研究结果普遍证实，原则上，员工的声音对建立信任是“有益的”，但员工的声音可能会对信任的发展产生不利影响。
Using data from the 2004 Workplace Employment Relations Survey of Employees, this article employs structural equation modelling in order to trace the effects of employee involvement and participation on the extent to which British workers trust reciprocally in management. The results point to a series of organizational benefits of participation, including increased job influence, a greater sense of job satisfaction and improved levels of commitment and trust in managers. However, increased job influence was paradoxically linked to lower levels of organizational commitment and trust. The findings generally confirm that employee voice is ‘good’ in principle for building trust, but that the effects of employee voice may work against trust development.