This research proposal examines the relationship between perceived organizational trust and job performance based on attachment theory. It hypothesizes that secure attachment will have a positive impact on organizational trust and job performance, while counterdependence and overdependence will negatively impact organizational trust and job performance. The study also hypothesizes that organizational trust will positively impact job performance. The objective is to integrate attachment theory into models of leadership, performance, and job satisfaction. Benefits include creating a supportive work environment to improve performance and productivity through a sense of trust and social support.

1. RESEARCH PROPOSAL ON THE RELATIONSHIP
OF PERCEIVED ORGANIZATIONAL TRUST
AND JOB PERFORMANCES
BASED ON ATTACHMENT THEORY
By : Var Moni Satya
NIM 312347

2. INTRODUCTION
As organizations focus more on people-oriented
work, the ways in which employees view, manage,
and use physical, emotional, building trust and
cognitive resources in their relationships may affect
workplace behaviors. Management of physical,
emotional, and cognitive resources, termed
selfregulation, is a critical component in
successfully managing interpersonal demands
(Mikulincer, 1995; Mikulincer, Orbach, & Iavnieli,
1998).

3. DEFINITION
 Secure attachment is an attachment style
characterized by the inclination to form
flexible, reciprocal relationships (Ainsworth &
Bowlby, 1991). Bowlby (1988) described
secure attachment as the capacity to connect
well and securely in relationships with others
while also having the capacity for
autonomous action as situationally
appropriate

4.  Counterdependence is an insecure
approach to relationships characterized by
deactivating attachment needs and distress
cues. Based on the belief that others will not
be there in times of need, counterdependent
individuals will likely avoid dependence on
others in the workplace.

5.  Overdependent individuals try to achieve
security by minimizing their distance from
others. At work, overdependent individuals
may appear clingy because of their desire to
seek out and use more support than
necessary.

6.  Trust: Trust in the workplace, in both leaders
and coworkers, is almost by definition an
outcome of attachment styles. Indeed, it
could be argued that the driving force of
attachment orientation is the perception that
others are worthy of trust and the
ability/willingness to make oneself vulnerable
in interpersonal relationship.

7.  Job Performance : Rotundo (2000) explains
that although researchers provide their own
conceptualization of job performance, a
typical definition focuses on behaviors or
actions of individuals, not results or outcomes
of these actions and behaviors.
 The definitions of job performance reviewed
here have some common features. These
features include a focus on behaviors that are
under the control of individual not results and
on behaviors that contribute to the goals of
the organization.

8. PROBLEM STATEMENT
Pertinent literature revealed extensive material
relating to leadership type, trust comment,
satisfaction and voluntary performance of
employees. However, there is also very little
information regarding these concept have
received little attention. Furthermore,
researchers have not examined how attachment
styles relate to a host of important
organizational trust and organizational
outcomes beyond task performance and
attachment theory.

9. RESEARCH QUESTIONS
 Does it have positive impact of secure attachment on Organizational
trust?
 Does it have negative impact of Counterdependence on Organizational
trust?
 Does it have negative impact of Overdependent on Organizational trust?
 Does it have positive impact of secure attachment on Job Performance?
 Does it have negative impact of Counterdependence on Job
Performance?
 Does it have negative impact of Overdependent on Job Performance?
 Does it have positive impact of Organizational trust on Job
Performance?

10. RESEARCH HYPOTHESIS
 H1: There is positive impact of secure attachment on
Organizational trust
 H2: There is negative impact of Counterdependence on
Organizational trust
 H3: There is negative impact of Overdependent on Organizational
trust
 H4: There is positive impact of organizational trust on job
performance
 H5: There is positive impact of secure attachment on job
performance.
 H6: There is negative impact of Counterdependence on Job
Performance.

11. OBJECTIVE OF THE STUDY
This study represents some progress in the field
for integrating attachment theory into standard
organizational behavior models, there remains a
great deal of research to be done in order to
integrate attachment theory into current models
of leadership, performance, and job satisfaction.
The researcher will anticipate that trusting
employees are more concerned about the
organizational trust and its member’s job
performance and express greater attachment as
result.

12. BENEFITS AND IMPORTANCE OF THE STUDY
 Sense of parenting image at work in an
organization
 Organization trust and keep healthy at
workplace environment in order to improve
performance and productivity
 Responsible and trust , social support to avoid
stress, anxiety, disappointed and other counter
problems in workplace result from lack
relationship
 Organization can set up work environment and
policy of the organization to employees

13. RESEARCH FRAMEWORK