2. What is Interpersonal Trust?
Interpersonal Trust is the perception you
have that other person will not do
anything that harm your interest
3. Trust and Organization
• EXTERNAL
Between the two
organisations
Between the organisation
and stakeholders
• INTERNAL
Between Co- Workers
4. Trust & Gullibility
Being fooled frequently due to over-trusting behavior
Tendency to believe too readily : easily deceived
Low trusters v/s high trusters:
"high trusters are just plain dumb and are more likely to be fooled" –
low trusters
high trusters can understand as well or as poorly as low trusters
difference is : degree of willingness to believe stranger in absence
of clear data
gullible trusts others until has clear evidence that he/she can't be
trusted
low truster will not trust others until has clear evidence that he/ she
can be trusted.
Note : gullible : less likely to lie or cheat or steal
more likely to give others a second chance
more likely to respect the rights of others
5. 1. Reputation
2. Length of relationship
3. Size of the company
4. Communication
5. Commitment
6. Reducing opportunistic behaviour
7. Adjusting to the needs of the other people
8. Threat
FACTORS AFFECTING TRUST
Lack of participation in and access to the old boys network typically makes promotions and advancement within the organization difficult.
Although early research dating from the 1940s suggested that about 10% of the population is gay, there is considerable debate about the true percentage, with estimates ranging from 1 to 2% to 10%. There are approximately 43 million people with disabilities in the United States, 15 million of whom are actively employed and 6 million of whom subsist on social security payments and disability insurance. At least 3.7 million people with severe disabilities were at work in 1999. The U.S. workforce is getting older. The average U.S. worker is 38, expected to reach 41 by the year 2006, and 45% of employees are currently over the age of 40. Women now make up 46% of the U.S. workforce, and that percentage is expected to rise to nearly 48% by 2006. Unfortunately, women’s earnings have not mirrored this participation trend.
In some ways, the idea that diversity is good runs counter to the “melting pot” tradition. In recent years, diversity is thought of as a tossed salad, rather than a melting pot, where everything loses its individual identity. How far should management go in adapting HR programs to diverse employee groups? Although employee diversity is a fact of life, the dominant groups in organizations are still composed of white men. In a vast majority of U.S. organizations, equal employment opportunity (EEO) was a forced change rather than a voluntary one.
While women and minorities may view a firm's “cultural diversity policy” as a commitment to improving their chances for advancement, white men may see it as a threat. One study found that communication within organizations occurs between members of the same sex and race.
The job satisfaction levels of women and minorities are often lower than those of white men. As minority populations grow in the U.S., competition for jobs and opportunities is likely to become much stronger.
Talk with yourself about differences. Talk with others about differences.
Involve as many employees from every level in the organization as you can when designing a diversity initiative. This gets people talking about the program and promotes ownership and buy-in. Creating an inclusive environment is an ongoing process.
