ANOTHER LOOK AT THE EFFECT OF ORGANIZATIONAL STRUCTURE ON EMPLOYEE RESPONSES: WHAT IS THE ROLE OF TRUST 1?

Abstract

We examined whether the attitudinal and behavioural effects of structure depend, in part, on the level of trust in the organization. Data from 309 individuals in different organizational contexts confirmed our expectations for an interaction effect for employee commitment. We discuss the implications of our findings for understanding the mechanisms that lead to enabling or disabling structures. THE ENABLING AND DISABLING EFFECTS OF ORGANIZATION STRUCTURE Bureaucracy is a central component in many important debates in organization theory. First suggested as a way to efficiently manage organizations that would replace favouritism and partiality with clear, transparent rules (Weber, 1922), the growth of bureaucracy was seen to lead to the domination of ‘rational matter of factness ’ (Weber, 1922; 240). Since its inception, bureaucracy has been interpreted in various ways, ranging from the extremes of a model modernist way to run organizations efficiently (Jaques, 1990) to a post-modern view of exploitation and control (Cooper & Burrell, 1988). We will not enter into the debate about the morality of bureaucracy. Our purpose is to explore the effects of this widespread structure on organizational participants

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oai:CiteSeerX.psu:10.1.1.389.9074Last time updated on 10/22/2014

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