The effect of future redeployment on organizational trust

NNCopyright © 2005 John Wiley & Sons, Ltd

The effect of future redeployment on organizational trust

This study compares levels of organizational trust and connected variables between two groups of employees from an Australian public health organization. One group (N = 123) is based in a hospital that will close as part of the organization's transformational strategy, and the other group (N = 152) is based in other hospitals that will remain open. The first group will become redeployed amongst departments in the remaining hospitals. The relationships between trust, transformational leadership, fairness, perceived organizational support (POS), commitment, organizational citizenship behaviour (OCB conscientiousness) and intention to turnover were investigated, in addition to the relative levels of these variables between the two cohorts of employees. The hypothesis that future redeployment would result in comparatively negative evaluations of organizational trust and associated constructs was not supported, whereas the hypothesis that traditional exchange relationships would be relevant regardless of an employee's situation was partially upheld. The theoretical and managerial implications of these findings are discussed

Attitudinal differences between generation-x and older employees

Using qualitative and quantitative methods the current paper investigated the differences in levels of trust, commitment, procedural justice and turnover intention between Generation-X employees (Gen-Xers) and older age group employees. 234 participants were included in the study, 83 Gen-X subjects and 151 older, non Gen-X subjects. No difference between the Gen-X and the older group was found for levels of affective commitment or trust. As predicted, Gen-X employees displayed lower continuance commitment, exhibited stronger turnover intentions, and had lower scores for perceptions of procedural justice. Relationships between the variables were similar across the Gen-X and older age group. The implications of these findings for the effective management of Gen-X employees are discussed

Happy high-performing managers

Hosie, PJ ORCiD: 0000-0003-2585-024XThere has long been an adherence to the intuitively appealing notion that happy employees perform better. But decades of research have been unable to establish a strong link between job satisfaction and performance. In large part, this has resulted from researchers erroneously conceiving and operationalising job satisfaction as being identical to affective wellbeing. Belief in the ‘happy productive worker’ thesis has its roots in the human behaviour school of the 1950s. Similarly, the 1970s human relations movement had a significant influence on job redesign and quality-of-life initiatives and was credited with specifying the original satisfaction–performance relationship (Strauss, 1968). Despite mixed empirical evidence, there is support in the literature to suggest that a relationship exists between managers’ affective wellbeing, intrinsic job satisfaction and their performance. This study investigated the relationship between managers’ job-related affective wellbeing (‘affective wellbeing’), intrinsic job satisfaction and their contextual and task job performance (‘managers’ performance’). Specifically, the main goal was to establish which indicators of managers’ affective wellbeing and intrinsic job satisfaction might predict dimensions of their’ contextual and task performance