The role of competence‐based trust and organizational identification in continuous improvement

The role of competence‐based trust and organizational identification in continuous improvement This paper investigates the role of individuals' competence‐based trust and organizational identification (OI) in employees' continuous improvement efforts. The data were collected in a high‐tech multinational joint venture company with a sample of over 490 shop floor workers. The results show that trust is positively related to continuous improvement efforts when employees strongly identify with the organization. For individuals whose OI is weaker, however, trust is not positively related to continuous improvement. OI, on the other hand, not only moderated the relationship between trust and continuous improvement efforts, but also had a strong and positive impact on employees' continuous improvement efforts. Managerial implications are discussed. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Managerial Psychology Emerald Publishing

The role of competence‐based trust and organizational identification in continuous improvement

Journal of Managerial Psychology, Volume 19 (6): 17 – Sep 1, 2004

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Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
0268-3946
DOI
10.1108/02683940410551525
Publisher site
See Article on Publisher Site

Abstract

This paper investigates the role of individuals' competence‐based trust and organizational identification (OI) in employees' continuous improvement efforts. The data were collected in a high‐tech multinational joint venture company with a sample of over 490 shop floor workers. The results show that trust is positively related to continuous improvement efforts when employees strongly identify with the organization. For individuals whose OI is weaker, however, trust is not positively related to continuous improvement. OI, on the other hand, not only moderated the relationship between trust and continuous improvement efforts, but also had a strong and positive impact on employees' continuous improvement efforts. Managerial implications are discussed.

Journal

Journal of Managerial PsychologyEmerald Publishing

Published: Sep 1, 2004

Keywords: Competence based training; Organizational analysis; Continuous improvement

References

  • The nature and structure of workers' trust in management
    Clark, M.C.; Payne, R.L.
  • Quality is Free
    Crosby, P.B.
  • Trusted unit manager and business unit performance: empirical evidence of a competitive advantage
    Davis, J.; Schoorman, F.D.; Mayer, R.; Tan, H.
  • Properties of trust: an analytical view
    Hwang, P.; Burgers, W.
  • Alumni and their alma mater: a partial test of the reformulated model of organizational identification
    Mael, F.; Ashforth, B.E.
  • Loyal from day one: biodata, organizational identification, and turnover among newcomers
    Mael, F.; Ashforth, B.E.
  • Delivering customer‐oriented behaviour through empowerment: an empirical test of HRM assumptions
    Peccei, R.; Rosenthal, P.
  • The sales manager as a role model: effects on trust, job satisfaction and performance of salespeople
    Rich, G.
  • The development and longitudinal test of a model of organizational identification
    Wan‐Huggins, V.N.; Riordan, C.M.; Griffeth, R.W.

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