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Personal research focus yu kyoung park
Personal research focus yu kyoung park
Personal research focus yu kyoung park
Personal research focus yu kyoung park
Personal research focus yu kyoung park
Personal research focus yu kyoung park
Personal research focus yu kyoung park
Personal research focus yu kyoung park
Personal research focus yu kyoung park
Personal research focus yu kyoung park
Personal research focus yu kyoung park
Personal research focus yu kyoung park
Personal research focus yu kyoung park
Personal research focus yu kyoung park
Personal research focus yu kyoung park
Personal research focus yu kyoung park
Personal research focus yu kyoung park
Personal research focus yu kyoung park
Personal research focus yu kyoung park
Personal research focus yu kyoung park
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Personal research focus yu kyoung park

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  • 1. Yu Kyoung ParkWFED 597Aykpark@psu.edu
  • 2. What are the issues? Fierce Global Competition Economic Uncertainty 2
  • 3. What are the issues? Work & Life Balance Feeling of Achievement & Belonging 3
  • 4. What are the issues? Organizational Organizational Trust Employee Engagement Effectiveness 4
  • 5. Research Variables 5
  • 6. What is organizational trust? 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) 6
  • 7. What is employee engagement? 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) 7
  • 8. Significance 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 economy, increased competition, emerging technologies, and rapid product development – brings constant change, requiring new measurements of organizational effectiveness. 8
  • 9. Significance Why organizational trust matters? Trust is important in a range of organizational activities and processes such as team work, leadership, goal setting, performance appraisal, and in general, cooperative behaviors (Axelrod, 1984; Elangovan & Shapiro, 1998; Gambetta, 1988; Jones & George, 1998; Mayer, Davis, & Schoorman, 1995; McAllister, 1995). 9
  • 10. Significance Why employee engagement matters? Employee engagement predicts employee outcomes , organizational success, and financial performance (e. g. total shareholder return) (Bates, 2004; Baumruk, 200 4; Richman, 2006). Watson Wyatt found that companies with highly engaged employees experienced 26% higher employee productivity, lower turnover risk, greater ability to attract top talent, and 13% higher total returns to shareholders over the last five years. 10
  • 11. Antecedents of organizational trust Organizational Open Culture Communication Leadership Organizational Integrity Trust ◈ Antecedents of organizational trust 11
  • 12. Outcomes of organizational trust Organizational Commitment Organizational Job Citizenship Satisfaction Behavior Organizational Trust Performance turnover ◈ Outcomes of organizational trust 12
  • 13. Antecedents of employee engagement Organizational Job Culture Characteristic Employee Supervisor Justice Support Engagement Perceived Organizational Rewards & Support Recognition ◈ Antecedents of employee engagement 13
  • 14. Outcomes of employee engagement Work Performance Organizational Employee Lower Turnover Commitment Engagement Better Team-working ◈ Outcomes of employee engagement 14
  • 15. Research question Research Question What is the relationship between organizational trust and employee engagement in Korean business context? 15
  • 16. Research model Organizational Employee Trust Engagement ◈Research Model 16
  • 17. 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. 17
  • 18. Research methodology Quantitative approach Structural equation modeling (SEM) or Regression Analysis 18
  • 19. 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 business 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: Development and Validation. In R. M. Kramer, & T. R. Tyler (Eds.), Trust in Organizations: 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. 19
  • 20. References Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement 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. 20

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