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The Role of Employees’ Trust in Management and Supervisors on Developing Attitudes and Behaviours for Organisational Change

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  • Naimatullah Shah

Abstract

The purpose of this study is to develop and investigate a conceptual approach based on trust to promote employees‟ readiness to organisational change. In this regard, the effects of employee trust in management and supervisors have been examined by the sample of 320 obtained from the public sector academic institutions of a developing country. By applying a survey questionnaire data were collected and used Multiple Regression Analysis (MRA) for testing hypotheses. Results showed that employees trust in management and supervisors have positive and significant impact on developing positive attitudes and behaviours. However, trust in supervisor has more impact than to trust in management. This study reveals an approach based on trust could be effective for developing employees‟ openness in a developing country culture. This study contributes to the change management literature and support to managers, employers and change agents to develop employees attitudes and behaviours to organisational change.

Suggested Citation

  • Naimatullah Shah, 2014. "The Role of Employees’ Trust in Management and Supervisors on Developing Attitudes and Behaviours for Organisational Change," International Journal of Management Sciences, Research Academy of Social Sciences, vol. 4(8), pages 333-342.
    • Handle: RePEc:rss:jnljms:v4i8p2
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    References listed on IDEAS

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    1. Alper Ertürk, 2008. "A trust‐based approach to promote employees' openness to organizational change in Turkey," International Journal of Manpower, Emerald Group Publishing Limited, vol. 29(5), pages 462-483, August.
    2. Ronald C. Nyhan & Herbert A. Marlowe JR, 1997. "Development and Psychometric Properties of the Organizational Trust Inventory," Evaluation Review, , vol. 21(5), pages 614-635, October.
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