Trust Importance for the Employees’ Performance in the Private Sector Banks of Pakistan
Keywords:
coordination, trust, employees’ performance.Abstract
The study main theme lies in knowing the trust and the employees’ performance relationship in the Private sector banks. In this study, it is analyzed that private Banks of Pakistan higher management continuously endeavor to improve coordination and trust because it is valuable for improving employees’ performance. In this study, we investigate that coordination and trust gives a magnificent environment for the better efficiency and effectiveness of employees’ performance. In this study, we analyzed that coordination plays a mediating role between trust and employees’ performance. In this case study, survey method was used. Through random sampling, technique data were collected from 255 employees. To evaluate the data t SPSS 20 version was used.
Lastly, Research discussion and conclusion, directions for the future research of the private sectors banks employees’ and recommendations were discussed in detail.
References
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[39] S. M., Crampton, , J. A. Wagner Percept-percept inflation in micro organizational research: An investigation of prevalence and effect. Journal ofApplied Psychology, vol.79, pp. 67-76, 1994.
[40] T. J. Ellis and Y. Levy. A guide for novice researchers: Design and development research methods. Proceedings of Informing Science & IT Education Conference, InSITE, Citeseer, 2010.
[41] R. Likert. The human organization: Its management and value, 1967. New York: McGraw-Hill
[42] R.,Hallowell, L. A. “Schlesinger and J.Zornitsky. Internal customer satisfaction, customer and job satisfaction: linkages and implications for management”. Human Resource Planning, vol.192, pp.20-31, 1996.
[43] S.S., Tzafrir, S.L. Harel. “The consequences of emerging HRM practices for employees’ trust in their managers”, Personnel Review,Vol. 33, pp. 628-47, 2004.
[44] T. W., Malone, K. Crowston.The interdisciplinary study of coordination. Computing Surveys, 26( 1), 87-119, 1994.
[45] W. A. Kahn. Meaningful connections: Positive relationships and attachments at work. In J. E. Dutton, B. R. Ragins (Eds.).Exploring positive relationships at work: Building a theoretical and research foundation (189-206). Mahwah, NJ: Lawrence Erlbaum Associates, 2007.
[46] Zucker and G. Lynne. "Production of trust: Institutional sources of economic structure, pp.1840–1920." Research in organizational behavior 1986.
[2] Ackroyd, Stephen, and Paul Thompson. Organizational Misbehavior: SAGE Publications. Sage, 1999.
[3] A.Ballou. Social Learning Theory. Englewood Cliffs, N.J.: Prentice-Hall, 1977.
[4] A.Rubin and E. R. Babbie. Brooks and Cole. Empowerment Series: Essential research methods for social work, Cengage Learning, 2012.
[5] A. Nosek,., et al.. "Understanding and using the Implicit Association Test: II. Method variables and construct validity." Personality and Social Psychology Bulletin vol.31, no.2 pp.166-180, 2005.
[6] A. R. Kothari. Research methodology: Methods and techniques, New Age International,2004.
[7] A. Behn. The big questions of public management. Public Administration Review, 1995, vol.55, pp.313-324.
[8] A. J.,Henderson, S. J., Wayne, L.M., Shore, W.H. , Bommer and L.E Tetrick. “Leader-member exchange, differentiation, and psychological contract fulfillment: a multi-level examination”, Journal of Applied Psychology, 93, 1208-1219, 2008.
[9] D. M, Medly and D.N. Hannon “Teacher Education. The International Encyclopedia of Education System”, Oxford.Vol.10, no.2, 6015-6020, 1994.
[10] Dutton and R.E. Quinn (eds),Positive Organizational Scholarship: Foundations of a New Discipline, San Francisco, CA:Berrett-Koehler Publishers, 2003.
[11] G.,Pooja, R Renu. New model of job design: motivating Employees ’performance Department of Humanities and Social Sciences, Indian Institute of Technology Roorkee, Roorkee, ,. (September 7,2005). Uttaranchal, India.
[12] G. R .Jones.Organizational Theory, Design, and Change, Upper Saddle River: 2003, Prentice Hall..
[13] Isaac Mwita, John. "Performance management model: A systems-based approach to public service quality." International Journal of Public Sector Management vol. 3. no.11, pp.19-
[14] J.B. Barney, , P.M. Wright. “On becoming a strategic partner: the role of human resources in gaining competitive advantage”, Human Resource Management, vol.37, pp.31-46, 1998.
[15] J.Goudge and L. Gilson. "How can trust be investigated? Drawing lessons from past experience." Social science & medicine 61(7): 1439-1451, 2005.
[16] J. C. Spender. “Making knowledge the basis of a dynamic theory of the firm”, .Strategic Management Journal, vol.17, pp.45-62, 1996.
[17] J.E., Dutton E.D. Heaphy Coming to life: the power of high quality connections at work’, in K.S. Cameron, J.E.
[18] J. A. Gruman, & A. M Saks. Performance management and employee engagement. Human Resource Management Review, vol.21 no.2, pp.123-136,2011.
[19] J., D. Frayret, S. amours, B. Montreuil, Coordination and control in distributed and agent-based manufacturing systems. Production Planning Control, vol. 15, no.1, pp. 42-54, 2004.
[20] J. H. Gittell, Relational coordination: coordinating work through relationships of shared goals, shared knowledge and mutual respect, in O. Kyriakidou and M(2006).
[21] J. L., Perryand L., W. Porter. “Factors affecting the context for motivation in public organizations”. Academy of Management Review, Vol.7 no.1 PP. 89-95, 1982.
[22] J. H. Gittell,. High Performance Healthcare: Using the Power of Relationships to achieve Quality, Efficiency and Resilience. New York: McGraw-Hill. 2002.
[23] J. H..Gittell "Relational coordination: Coordinating work through relationships of shared goals, shared knowledge and mutual respect." Relational perspectives in organizational studies: A research companion: pp.74-94,2006.
[24] J. H.Gittell. et al. "Relationships, layoffs, and organizational resilience airline industry responses to September 11." The Journal of Applied Behavioral Science. vol.42. no.3 pp.300-329, 2006.
[25] J. Thompson. Organizations in Action: Social Science Bases of Administration, 1967,Theory,New York:. McGraw-Hill
[26] Kramer, M.Roderick and R. Tom Tyler, eds. Trust in organizations: Frontiers of theory and research. Sage Publications, 1995.
[27] K. T. Dirks, and D. L. Ferrin. "The role of trust in organizational settings." Organization science vol.12, no.4 pp. 450-467, 2001.
[28] K. Dirks,and D. Ferrin, The role of trust in organizational settings. Organization Science, Vol.12 No.4, PP.450-57,2002.
[29] K. T.Dirks. "The effects of interpersonal trust on work group performance". Journal of applied psychology, vol.84, no.3,pp. 445,1999.
[30] L. Argote, “Input uncertainty and organizational coordination in hospital emergency units”. Administrative Science Quarterly, Vol.27,420-434, 1982.
[31] L.W. Porter, R.M. Stress, R.T. Mowday, P.V. Boulin, Organization commitment, and turnover among psychiatric techniques, journal of Applied psychology, job satisfaction Vol. 59,PP.603-609,1977.
[32] Moon, H. (2001).The Two Faces of Conscientiousness: Duty and Achievement striving in Escalation of Commitment Dilemmas.Journal of Applied Psychology86 (3), 533- 540.
[33] P, Adler, “Interdepartmental interdependence and coordination: the case of the design/manufacturing interface”. Organization Science, vol 6,pp.147-167, 1995.
[34] P. Drucker, “Management Challenges for the 21st Century”, Harper Collins, New York, NY, 1999.
[35] P. Leedy and J. Ormrod. Planning and design, New York, NY: Pearson, 2010.
[36] R. Ananya. Team performance and control process in sales organizations Team Performance Management, Vol. 1no.½, pp. 70-85 Retrieved (May 13,2012).
[37] R.H. Ballou. S.M. Gilbert, A. Mukherjee. New managerial challenges from supply chain opportunities, Industrial Marketing Management, vol. 29 no.1,pp.7-18,2000.
[38] S., Aryee, Budhwa. P. S., and Zhengxiong, C. Trust as a mediator of the relationship between organizational justice and work outcomes: Test of a social exchange model. Journal of Organizational Behavior, Vol.23, pp.267-285. 2002.
[39] S. M., Crampton, , J. A. Wagner Percept-percept inflation in micro organizational research: An investigation of prevalence and effect. Journal ofApplied Psychology, vol.79, pp. 67-76, 1994.
[40] T. J. Ellis and Y. Levy. A guide for novice researchers: Design and development research methods. Proceedings of Informing Science & IT Education Conference, InSITE, Citeseer, 2010.
[41] R. Likert. The human organization: Its management and value, 1967. New York: McGraw-Hill
[42] R.,Hallowell, L. A. “Schlesinger and J.Zornitsky. Internal customer satisfaction, customer and job satisfaction: linkages and implications for management”. Human Resource Planning, vol.192, pp.20-31, 1996.
[43] S.S., Tzafrir, S.L. Harel. “The consequences of emerging HRM practices for employees’ trust in their managers”, Personnel Review,Vol. 33, pp. 628-47, 2004.
[44] T. W., Malone, K. Crowston.The interdisciplinary study of coordination. Computing Surveys, 26( 1), 87-119, 1994.
[45] W. A. Kahn. Meaningful connections: Positive relationships and attachments at work. In J. E. Dutton, B. R. Ragins (Eds.).Exploring positive relationships at work: Building a theoretical and research foundation (189-206). Mahwah, NJ: Lawrence Erlbaum Associates, 2007.
[46] Zucker and G. Lynne. "Production of trust: Institutional sources of economic structure, pp.1840–1920." Research in organizational behavior 1986.
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Published
2016-10-31
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Ahmed, W., Nawaz, R., Imran, I., Arshad, M., & Khan, W. (2016). Trust Importance for the Employees’ Performance in the Private Sector Banks of Pakistan. American Scientific Research Journal for Engineering, Technology, and Sciences, 26(2), 85–96. Retrieved from https://www.asrjetsjournal.org/index.php/American_Scientific_Journal/article/view/2234
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