FAST School of Management Islamabad, Pakistan

Transcription

1 FAST School of Management Islamabad, Pakistan By: Dr. Sadia Nadeem

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4 Work related You will not need to share this person s name with us just think of a person.

5 List What are the behavior or characteristics which make you trust this person?

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8 Consistency Behavioral Integrity Open Communication Demonstration of Concern Sharing & Delegation of Control Loyalty

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10 Survey of 141 managers and subordinates in Pakistan and Interviews with 20 managers and subordinates in Pakistan Over 3,500 respondents from 25 countries

11 Australia Brazil Chile China Colombia France Germany Greece Ireland Ivory Coast Japan Mexico Nigeria Norway Pakistan Peru Philippines Poland Romania Russia Spain Taiwan Thailand USA Venezuela

12 Three Questions - Personal Factors Affecting Trust: Age Gender Education

13 It was easier to trust older managers Age results in maturity and a sense of responsibility; hence it is easier to trust older people. Age (automatically) earns you trust; white hair earn you trust; (smiling) a white beard earns you trust. In comparison, younger people can be careless and work may not be a priority for them. However, a wide age gap, say of 20 years or more, was said to have a detrimental effect on the relationship of trust (most people were thinking of their line managers at this point in time, and not of senior executives in the company). A wide age gap meant that open communication was not possible, there were no similar interests, and a reasonable level of comfort could not be developed, which meant that trust could not be developed.

14 It was easier for male managers to earn the trust of their team members than females/men were trusted more as managers. I have to say it is a male-centric society. I will not say a male-dominated society but certainly a male-centric society. Women managers need to prove themselves more before they can be trusted; it shouldn t be like this, but it is. I have to admit, unfortunately it is like this females are accepted in many roles in our society but not trusted to do a job beyond a certain level. It is our typical culture (of our general masses) that when we see a female sitting on top of us as a boss, our inner complex is irritated.it has nothing to do with whether the female manager is actually trustworthy or not. No difference in male or female subordinates

15 Age manager Academic level manager Gender Manager MTB.291**.268** -

16 People found it easier to trust people from their own family, tribe, region or even the same university; this is a reflection of high ingroup collectivism in the society.

17 Consistency Behavioral Integrity Open Communication Demonstration of Concern Sharing & Delegation of Control Loyalty

18 Consistency Behavioral Integrity Open Communication Demonstration of Concern Sharing & Delegation of Control Loyalty

19 Trust between managers and subordinates is cyclical, but not a balanced relationship. Trust needs to be built from point zero. Once real trust was build, it was perceived to be stronger and more long-lasting than other societies. The terms of pretend trust, artificial trust and superficial trust were used. Trust has segments and levels.

20 Trust aitimaad, yaqeen or bharosa is a feeling which evolves over time. Trust grow over time in a good relationship; it grows in strength and in the segments covered by trust. If someone joined you six months ago, you would trust him to do certain things, but you would not (completely) trust him. To give someone a blank cheque of trust requires time It is essentially time, the period I have know this person for. Basically you cannot trust anybody that you have not known for long. Anybody can appear trustworthy for certain things but the only test, the real test, is time.

21 Reciprocity was a very important part of trust Trust doesn t look like a one way street. If a leader is showing that I don t trust you, how is the person who is following him or her, supposed to trust them. I start trusting people (with their job), and they start trusting me, and then I trust them more and then the degree of trust is higher. I have always trusted my subordinates I simply did not just have this trust, but I also displayed this trust this encouraged people, and gave them more confidence. This confidence was then reflected in me and our work, and then they had blind faith in me, and even if I would give them an out of the way task, they would deliver.

22 Manager Trust in Subordinate (MTS) Managerial Trustworthy Behaviors (MTB) Subordinate Organizational Citizenship Behavior (OCBO) Subordinate Trust in Manager (STM)

23 Table 2: Trust model in Pakistan and the overall sample Standardized Regression weights for trust model in different contexts OCB >MTS MTS >MTB MTB >STM STM >OCB Pakistan only 0.68 ** ** 0.38** Complete model 0.68 ** 0.34 ** 0.89 ** 0.08 *

24 STM-OCB relationship much stronger for Pakistan: Subordinates would go the extra mile for the trusted manager. Weak systems in organizations, increasing the significance of the manager in the day to day life of the subordinate. MTS - MTB relationship is weaker for Pakistan: A manager does not improve his or her behavior because s/he is in a comfort zone: A sense of complacency prevails and the manager starts thinking that things are progressing satisfactorily. You, perhaps develop overconfidence in your people and yourself. You know if you think of self-actualization in Maslow s hierarchy, many managers don t reach this stage. Most managers, when they reach a certain level, think of themselves as not needing further improvement. S/he cashes on the once established repo only they start using their clout.

25 Trust is the fuel for growth. If there is no trust, you can pass time, but the most important factor for team cohesiveness is trust. If you have trust in the people around you, then sky is the limit. It is a superficial relationship without trust, a relationship without depth.

26 Trust is such a powerful word, like love. However, most people in our society take it negatively. We should use it more positively.

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28 MTBL STM STM OCBO OCBO MTS MTS MTBL Complete data Anglo *.31 Eastern Europe *.28 Western Europe.89*.03*.61.48* Latin America *.21 Confucian *.02 S(E) Asia * Significant difference to complete data

29 Whitener et al. (1998) Behavioral Integrity Behavioral Consistence Sharing and Delegation of Control Communication Demonstration of Concern Butler (1991): Above and Loyalty Fairness Discreetness Mayer et al. (1995), Tan and Lim (2009) Availability Competence Openness

30 Organizational Citizenship Behaviour (OCB) (Van Dyne et al., 2000; Zhang et al., 2008; Pillai et al., 1999) Organizational Commitment (OC) (Aryee, Budhwar, & Chen, 2002; Pillai et al., 1999) Perceived Fairness (Colquitt and Rodell, 2011) Employee Loyalty (Costigan, Ilter, & Berman, 1998) Long-term success of the organisation (Sousa_Lima, 2013)

31 Positive behavior by one party will result in the reciprocation of positive behavior by the other party Differences in perceptions of positive behavior by gender

32 Managerial trustworthy behaviour by 18 items measuring six dimensions of Whitener et al. (1998) Cardona and Elola (2003) Organisational citizenship behaviour by 18 item scale adopted from Lee and Allen (2002) and Moorman and Blakely (1995). Subordinates trust in management by four item McAllister (1995).

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