Personal Research Focus

Yu Kyoung ParkWFED 597Aykpark@psu.edu

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What are the issues?

Fierce Global Competition Economic Uncertainty

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What are the issues?

Work & Life Balance Feeling of Achievement & Belonging

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What are the issues?

Organizational Trust Employee Engagement

Organizational Effectiveness

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Research Variables

What are organizational trust and employee engagement?

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Definition of organizational trust

“an employee’s feeling of confidence that the organization will perform actions that are beneficial, or at least not detrimental, to him or her” (Tan & Tan, 2000, p. 243)

What is organizational trust?

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Definition of employee engagement

“a positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and absorption” (Schaufeli, Salanova, Gonzalez-Roma, & Bakker, 2002b, p. 74)

What is employee engagement?

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Why organizational trust matters?For many years trust has been associated with effective organizations (Barnes, 1983; Boss, 1978; Dwivedi, 1983; French & Raven, 1968; Zand, 1972).

Today’s business environment – driven by a global econ-omy, increased competition, emerging technologies, and rapid product development – brings constant change, re-quiring new measurements of organizational effective-ness.

Significance

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Why organizational trust matters?

Trust is important in a range of organizational activities and processes such as team work, leadership, goal set -ting, performance appraisal, and in general, coopera-tive behaviors (Axelrod, 1984; Elangovan & Shapiro, 1998; Gambetta, 1988; Jones & George, 1998; Mayer, Davis, & Schoorman, 1995; McAllister, 1995).

Significance

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Why employee engagement matters?

Employee engagement predicts employee outcomes, organizational success, and financial performance (e.g. total shareholder return) (Bates, 2004; Baumruk, 2004; Richman, 2006).

Watson Wyatt found that companies with highly engaged employees experienced 26% higher employee productiv-ity, lower turnover risk, greater ability to attract top tal-ent, and 13% higher total returns to shareholders over the last five years.

Significance

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Antecedents of organizational trust

Organi-zational

Trust

Leadership

Organizational Culture

EmpowermentBusiness Value

Open Commu-nication

Integrity

◈ Antecedents of organizational trust

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Outcomes of organizational trust

Organi-zational

Trust

Organiza-tional

Commit-ment

Organiza-tional Citi-zenship Be-

havior

turnover

Perfor-mance

Job Satis-faction

◈ Outcomes of organizational trust

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Antecedents of employee engagement

Job Characteristic

Rewards & Recognition

Justice

Organizational Culture

Perceived Organizational

Support

Supervisor Support

EmployeeEngagement

◈ Antecedents of employee engagement

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Outcomes of employee engagement

EmployeeEngagement

OrganizationalCommitment

Lower Turnover

Better Team-working

Work Performance

◈ Outcomes of employee engagement

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Research Question

What is the relationship

between organizational trust

and employee engagement

in Korean business context?

Research question

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Research model

Organizational Trust

Employee Engagement◈Research Model

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Practical implication

What do research results mean for HRD professionals working in today’s organizations?

Managers and HRD professionals can support employee engagement by developing relevant practice for the purpose of enhancing organizational trust.

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Research methodology

Quantitative approach

Structural equation modeling (SEM) or Re-gression Analysis

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References

Barnes, L. B. (1983). Managing the Paradox of Organizational Trust. Harvard Business Review, 107-116.

Bates, S. (2004). Getting engaged. HR Magazine, 49(2), 44-51.

Baumruk, R. (2004). The missing link: the role of employee engagement in busi-ness success. Workspan, 47, 48-52.

Boss, R. W. (1978). Trust and Managerial Problem-Solving Revisited. Group and Organizational Studies, 3, 331-342.

Cummings, L. L., & Bromiley, P. (1996). The Organizational Trust Inventory: Devel-opment and Validation. In R. M. Kramer, & T. R. Tyler (Eds.), Trust in Organi-zations: Frontiers of Theory and Research (pp. 302-330). Thousand Oaks, CA: Sage.

Dwivedi, R. S. (1983). Management by Trust: A Conceptual Model. Group and Organizational Studies, 8, 375-402.

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References

Kahn, W. A. (1990). Psychological conditions of personal engagement and disen-gagement at work. Academy of Management Journal, 33, 692-724.

Maslach, C., Schaufelli, W. B., & Leiter, M. P. (2001). Job burnout. Annual Review of Psychology, 52, 397-422.

Richman, A. (2006). Everyone wants an engaged workforce how can you create it?. Workspan, 49, 36-9.

Schaufeli, W. B., Salanova, M., Gonzalez-Roma, V., & Bakker, A. B. (2002b). The measurement of engagement and burnout: a two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3, 71-92.

Tan, H. H., & Tan, C. S. (2000). Toward the differentiation of trust in supervisor and trust in organization. Genetic, Social, and General Psychology Monographs, 126(2), 241-260.