Trust in public-sector senior management

By Simon Albrecht, A. Travaglione. 2003

234 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Public Administration, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/e8e853c332a5256b7fc7b2bf92450527a0572c33

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In Organizational Behavior and Human Resource Management

In Public Administration

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Citations in the corpus

Relationships between organizational justice, organizational trust and organizational commitment: a cross-cultural study of China, South Korea and Australia (2017, background): “Fourth, extending the existing literature (Albrecht & Travaglione, 2003; Aryee et al., 2002; Tremblay et al., 2010) to a cross-cultural setting, our findings, in general, support the premise that trust acts as a mediator in the social exchange process in which employees perceive organizational…”
The Influence of High-Involvement Human Resources Practices, Procedural Justice, Organizational Commitment, and Citizenship Behaviors on Information Technology Professionals' Turnover Intentions (2007, background): “…this sentiment should predispose individuals to not only perform activities and assume roles that exceed their normal tasks (de Cremer & Knippenberg, 2002; Tepper & Taylor, 2003) but also remain full members of the organization (Albrecht & Travaglione, 2003; Mulinge, 2001; Simons & Roberson, 2003).”
Playing defence: the impact of trust on the coping mechanisms of street-level bureaucrats (2020, background): “…consequences for feelings and behaviour, such as cooperative behaviour (Dirks and Ferrin 2001), willingness to take risks (Mayer, Davis, and Schoorman 1995), commitment (Albrecht and Travaglione 2003), information sharing (Lewicki, McAllister, and Bies 1998), and satisfaction (Cho and Park 2011).”
Organizational Trust and Organizational Citizenship Behaviour (2016, background): “A study by Albrecht and Travaglione (2003) revealed that POS was a significant determinant of trust in public sector senior management.”
Organizational Justice and Employee Work Attitudes: The Federal Case (2011, background): “Some empirical evidence has confirmed that procedural and interpersonal justice relate significantly to employees’ trust in the organization and their supervisor (Albrecht & Travaglione, 2003; Aryee et al., 2002; Colquitt et al., 2001; Pearce, Branyiczki, & Bakacsi, 1994).”
Exploring the Relationships Among Trust, Employee Satisfaction, and Organizational Commitment (2011, background): “Albrecht and Travaglione (2003) indicate that trust in senior management increases organizational commitment while decreasing turnover intention and cynicism with regard to changes.”
Are Commitment Profiles Stable and Predictable? A Latent Transition Analysis (2016, background): “Although some studies have examined the relations between trust and commitment under conditions of change (Albrecht & Travaglione, 2003; Laschinger et al., 2000), we are unaware of any studies that have investigated how changes in perceptions of management trustworthiness related to changes in…”
Engendering trust in manager‐subordinate relationships: Predictors and outcomes (2003, background): “Nachmias, 1985; Carnevale and Wechsler, 1992) and Australian findings (Albrecht and Travaglione, 2003), which have reported low trust in managers within public sector organisations.”
The consequences of emerging HRM practices for employees' trust in their managers (2004, background): “These findings are consistent with those reported by Albrecht and Travaglione (2003), Konovsky and Pugh (1994), Lind and Tyler (1988), and Saunders and Thornhill (2003), concerning the strong relationship between trust and procedural justice.”