The Influence of Trust and Perceived Organisational Support in Encouraging Employees to Engage in Discretionary Extra-Role Behaviour

By Robert Sharkie.

Published by The Organization Collection

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

This paper examines the relationship between inferences about trust drawn on the basis of the relationship between the employee and the organisation and the reciprocation of care and concern in the relationship. Trust in this context is a measure of the extent to which one is willing: To have confidence in the words and actions of others; ascribe good intentions to others; to form positive perceptions about the future behaviour of another person; and to envisage positive benefits flowing from these perceptions.

According to Fiol (2003), without trust in social relations, discretionary effort will be curtailed. When the level of trust is low, people are likely to be gripped by worry and fear, and will use their energies to protect themselves and limit personal involvement. Employees are primarily concerned with the commitment by the organisation to them and their perception that the organisational support will potentially provide benefits to them. An assessment that the organisation values their contribution and shows an interest in their well-being, is likely to create an expectation of approval, monetary rewards, access to resources and respect for the employee and may result in an employee engaging in positive discretionary extra-role behaviour.

Keywords: Trust, Management, Discretionary Extra-Role Behaviour Relational Trust

International Journal of Knowledge, Culture and Change Management, Volume 8, Issue 1, pp.35-42. Article: Print (Spiral Bound). Article: Electronic (PDF File; 648.878KB).

Robert Sharkie

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


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