Article2010

Trust: an antecedent to employee extra‐role behaviour

58 citations0/0 files storedJournal of Intellectual Capital

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Job Satisfaction and Organizational Behavior Employee Performance and Management Public Policy and Administration Research

Abstract

Purpose This study seeks to examine antecedents of perception of trust as a foundation for extra‐role behaviour in the public sector non‐profit organisations. Design/methodology/approach A total of 1,600 questionnaires were distributed and 329 questionnaires were returned from five different non‐profit local government authorities in Australia. Findings It was found that perceptions of trust in management, psychological support, management values and rewards were strong antecedents of employee perceptions, which in turn were positively correlated with employee extra‐role behaviour. Employee participation in decision making and contributions from autonomous employees were strong indicators of extra‐role behaviour, whereas intrinsic job motivation and the sharing of knowledge were found to be weaker indicators of discretionary extra‐role behaviour. Research limitations/implications The study was based on the voluntary response of employees of five independent local government authorities in Australia. Thus findings in other geographical or cultural locations may be significantly different. Beyond the questionnaire findings, the relevance to private non‐profit organisations needs to be studied empirically. Practical implications The research makes a significant contribution to management of governmental public sector non‐profit organisations which face continuous pressure to develop strategies and embrace management practices that ensure organisational effectiveness. Originality value The findings highlight the important factors that lead to employee perceptions about trust which can lead to discretionary employee efforts in public sector organisations that have great similarity to non‐profit organisations.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 58 citations exist upstream.

References

1997Dynamic capabilities and strategic management 2017Exchange and Power in Social Life 1995An Integrative Model Of Organizational Trust 1999Psychological Safety and Learning Behavior in Work Teams 1995An Integrative Model of Organizational Trust 2002Perceived organizational support: A review of the literature.1986Perceived organizational support.2017Perceived Organizational Support

Cited by

2013Participation in decision making: a case study of job satisfaction and commitment (part one)2023The Impacts of Internet Monitoring on Employees’ Cyberloafing and Organizational Citizenship Behavior: A Longitudinal Field Quasi-Experiment 2015The determinants for sustainability of an employee suggestion system 2022Does HPWS amplify employees' change readiness for digital transformation? A study through the “work-from-anywhere” prism 2014THE RELATIONSHIP BETWEEN TRUST, TURNOVER INTENTIONS AND EMOTIONS: AN APPLICATION 2018

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.