The literature review presents a detailed assessment of the contributions of previous research in the investigation of the relationship between the variables of the study (organizational trust and psychological safety). The attribution theory (Martinko, 2002) is considered adequate in explaining and predicting the relationship between the variables. The attribution theory is concerned with the study of the process by which individuals draw up conclusions of causality in response to the outcomes or results they observe. The theory is based on Heider’s (cited in Martinko, 2002) notion that people have an inherent tendency to be naive psychologists and as a result attempt to determine the causes of events that are important to them. A wide array
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ORGANIZATIONAL TRUST
In defining organisational trust, Mishra & Morrissey (1990), sees organisational trust as the reflection of an employee’s perception related to the support provided by the organisation. Zaheer (1998) defined organisational trust as a dispositional belief that employees have for the organisation. Fukuyama (1996) opined that trust is an essential source of social capital within social system, and is therefore a pivotal element of societal functioning.
According to Tan & Tan (2000), organisational trust is defined as an employee feeling of confidence that the organisation will perform actions that are beneficial or at least not detrimental to him or her. Gilbert & tan (1998) defined organisational trust as a belief that employers will follow the rules. Trust can be regarded as a multidimensional construct consisting of a cognitive (belief about another’s trustworthiness), affective (role of emotion in the trust process) and behavioural (rely on another and disclosing sensitive information) (Gillespie & Man, 2004; Rousseau et al, 1998; Schoorman, …show more content…
In this model people choose to trust when it is rational to do so, and as such rational choices are made through conscious calculation of advantages based on explicit and internally consistent value system, while the relational model examines the social aspect, conceptualising that not only as a calculation orientation towards risk, but also a social orientation towards other people and towards society as a whole, here choice is more affective, intuitive than calculative. Trust is beneficial if it cuts across the organisation and is found at all levels of the organisation, from the manager to the supervisors and frontline employees. Trust in its entirety is a reciprocal process and leadership is a tool for creating a trust base organization, leader ship role is to facilitate this process .O’Brien (2001), Reina & Reina (1999) maintained that organisational trust increases creativity and critical thinking at the employee level , they also suggested that employee performance tended to surpass the expectation management and that workers felt greater freedom to express their ideas when leaders created trusting environment in their
ORGANIZATIONAL TRUST
In defining organisational trust, Mishra & Morrissey (1990), sees organisational trust as the reflection of an employee’s perception related to the support provided by the organisation. Zaheer (1998) defined organisational trust as a dispositional belief that employees have for the organisation. Fukuyama (1996) opined that trust is an essential source of social capital within social system, and is therefore a pivotal element of societal functioning.
According to Tan & Tan (2000), organisational trust is defined as an employee feeling of confidence that the organisation will perform actions that are beneficial or at least not detrimental to him or her. Gilbert & tan (1998) defined organisational trust as a belief that employers will follow the rules. Trust can be regarded as a multidimensional construct consisting of a cognitive (belief about another’s trustworthiness), affective (role of emotion in the trust process) and behavioural (rely on another and disclosing sensitive information) (Gillespie & Man, 2004; Rousseau et al, 1998; Schoorman, …show more content…
In this model people choose to trust when it is rational to do so, and as such rational choices are made through conscious calculation of advantages based on explicit and internally consistent value system, while the relational model examines the social aspect, conceptualising that not only as a calculation orientation towards risk, but also a social orientation towards other people and towards society as a whole, here choice is more affective, intuitive than calculative. Trust is beneficial if it cuts across the organisation and is found at all levels of the organisation, from the manager to the supervisors and frontline employees. Trust in its entirety is a reciprocal process and leadership is a tool for creating a trust base organization, leader ship role is to facilitate this process .O’Brien (2001), Reina & Reina (1999) maintained that organisational trust increases creativity and critical thinking at the employee level , they also suggested that employee performance tended to surpass the expectation management and that workers felt greater freedom to express their ideas when leaders created trusting environment in their