Essays on Trust between Management and Employees Literature review

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The paper “ Trust between Management and Employees” is an engrossing a variant of literature review on human resources. This paper tries to find out if there is a relationship between performance and trust among the top management and the workers. In many organizations, there have been poor performances in terms of productivity. This poor performance has been associated with poor relationships between the top management and the employees (Davis et al 2000). The employees don’ t trust the top management and the top management does not trust the employees. This poor trust between the two parties has led to a poor relationship and thus there is the poor performance of organizations.

Motivation is low when there is no trust between the top management and the employees (Brower et al 2000). In this regard, this discussion tries to find out if there is performance improvement when there is trust between the management and the employees. In the literature section, various arguments will be made concerning the topic. There are those who support the topic and there are those who oppose it as well.

Both arguments will be discussed in detail. Finally, the conclusion will be given to give a clear relationship between trust and the performance of the organization. Literature reviewOver some decades now trust has been a major issue in the performance of organizations according to the research which has been conducted. Also, there have been many publications concerning the topic which show the relationship between performance and trust in organizations. Trust is the ability to be answerable to another party without the other party being managed closely. Trust is all about integrity and openness. The model explicit theory explains that the attributes which make an employee be trusted can change his or her attitudes towards some cultures in the organization (Mayer et al 1995).

The three factors that comprise trust are the ability, openness, and benevolence. When somebody is trusted it means that that employee has the knowledge of doing some tasks alone. Benevolence is the assumption that the trusted party also cares about the welfare of the other party and integrity is the assumption that the employees follow the set ethical and professional guidelines.

This motivates the employees because each one of them does the tasks without being closely monitored. This improves the performance of the organization because the employee feels that he or she is not working under pressure. Trust between the management and the employees leads to high risk-taking (Colquitt et al 2012). There are great behaviors for taking risks when there is a trustful relationship between the two parties. For example, when an employee is entrusted to have the skills of accomplishing a certain task, he or she would like to perform even better than he can be trusted to do.

This is risk-taking because the employee does not know the exact outcome of that decision. In this case, the innovation-decision improves the performance of the employees and the organization at large. Therefore risk-taking can generate ideas that improve the performance of the organization. Trust also builds efficiency in the workplace (Cremer & Tyler 2007). When there is trust between the employees and the management, chances of increasing efficiency in the operations are high. There is good coordination of activities in every department because there is integrity and everyone is taking care of the other party.

In this regard, everyone will be careful with resources that minimize wastage and instead improve the utilization of the resources. Therefore, effectiveness in resource utilization improves the performance of the organization by minimizing wastages.

References

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Of trust and leader-member exchange. Leadership Quarterly, Vol. 11, No. 2, p. 227–250.

Colquitt, J. LePine, J. Piccolo, R. Zapata, C & Rich, B 2012, Explaining the

Justice-Performance Relationship: Trust as Exchange Deepener or Trust as Uncertainty Reducer? Journal of Applied Psychology, Vol. 97, No. 1, pp. 1-15.

Cremer, D & Tyler, T 2007, The Effects of trust in Authority and Procedural

Fairness on Cooperation. Journal of Applied Psychology, Vol. 92, no. 3, pp. 639-649.

Davis, J. H, Schoorman, F. D, Mayer, R. C & Tan, H. H 2000, The trusted general

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Mayer, R & Gavin, M 2005, Trust in management and performance: Who minds the shop while the employees watch the boss? Academy of Management Journal, Vol. 48, No. 5, p. 874–888.

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