Trust in Management as an Important Determinant of the Willingness to Engage in Discretionary Extra-Role Behaviour

By Robert Sharkie.

Published by The Organization Collection

Format Price
Article: Print $US10.00
Article: Electronic $US5.00

The intellectual capital of any organisation is often its most valuable asset and organisational performance depends on the capture, development and exploitation of the explicit and implicit knowledge that exists in the organisation. The problem for organisations is that, although they need to access the knowledge of their employees, this contribution by employees is outside their job description and therefore any contribution is discretionary.
Such discretionary extra-role behaviour by employees is a vital input to organisations because managers cannot specify in an employment contract all of the demands they will place on employees. To encourage this discretionary behaviour, organisations therefore need to create an appropriate environment and shared mindset where employees are encouraged to share their knowledge with others for the benefit of the organisation.
This paper will discuss trust in management as an important indicator of this willingness to engage in positive discretionary extra-role behaviour.

Keywords: Trust, Trust in Management, Discretionary Extra-Role Behaviour, Psychological Contract

The International Journal of Knowledge, Culture and Change Management, Volume 7, Issue 6, pp.87-92. Article: Print (Spiral Bound). Article: Electronic (PDF File; 519.661KB).

Robert Sharkie

Lecturer, School of Commerce, Charles Sturt University, Wagga Wagga, NSW, Australia

Rob Sharkie MBA (CSU), Med(CSU), BCom(Melb), MCom Prelim(Melb), GradDip of VocEd and Training(CSU), FCPA, ACIS is a lecturer in Human Resource Development in the School of Commerce at Charles Sturt University, Wagga Wagga, Australia.


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