Abstract

This research intends to investigate the relationships of employees development ,

empowerment, and leadership style, with employees trust in their managers in Union
Capital in Bangladesh. It is a correlational study aimed to measure the correlationals
among the study variables such as employees development, empowerment, ledership
uality of employer, and employeestrust in their managers. There will be two different
samples for this study. !ne of these samples will be the employess of Union Capital and
another will be the services who are ta"ing from it. In both the cases the resaerchers will
distribute #$ uestionarries among the respondents. The correlational study and step wise
regression will be employed in this study for data analysis.
Employees development , empowerment, leadership style, in a reationship with employees trust in their managers
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1.0 Introduction
Union Capital Limited (UCL) is one of the largest investment banks and fastest growing
financial institutions in Bangladesh. Previously, it was known as Peregrine Bangladesh which
had its origins and businesses rooted in Hong ong. !ut of the local office of the erstwhile
Peregrine "a#ital $imited of Hong ong, %nion "a#ital $imited, &haka emerged in early 1''(
as a Bangladesh)based com#any led by a grou# of the foremost entre#reneurs of the country.
%nion "a#ital, within a short s#an of time, has #roved its worth as a most forward)working
vigorous organi*ation achieving success with its wide international network and strong local
base.
Accodring to the management of %nion "a#ital $imited they earned handsome amount of
#rofit in first #hase of their o#eration. But, after +00, they had a dro# in #roft earning and the
situation became more worse when they started to incure losses in +00- and +00(. .o#)level
management of %"$ believes that low #erformance of the em#loyees/ are the main reason
behind this. But in #revious study 0Baruch, &olan, Harel, and . *afrir, +0012 identified that the
higher the level of em#loyee develo#ment, the higher the level of em#loyees/ trust in their
managers as a result an organi*ation can #erform better day by day. .o maintain high level of
#erformance of em#loyee it is essential for an organi*ation to conduct research in the area of
management develo#ement, a##roaches of leaders, and em#owerment.
Employees development , empowerment, leadership style, in a reationship with employees trust in their managers
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1.1 3tatement of the Problem
.he #ro#osal intends to investigate whether there are relationshi#s among employees
development , empowerment, and leadership style of employer with employees trust in
their managers in Union Capital %imited in Bangladesh.
In the earlier study 0Baruch, &olan, Harel, and . *afrir, +0012 conducted in Israel reveals that
that em#loyee develo#ment would be #ositively correlated to em#loyees/ trust in their managers.
In conte4t of Bangladesh, no such studies were carried on this to#ic.
1.+ Pur#ose of the 3tudy
The purpose of the study is to present and test a model that identifies the impact of the
communication among the management, leadership style, and development of empolyees
with the relationship between employees trust in managers.
5m#loyee develo#ment is crucial for the growth and #ros#erity of any business as em#loyees
are one of the determining factors for the success of the com#any. .he more ca#able and
6ualified the em#loyees the better the #erformance of the com#any. 7hen they are well trained,
they can easily handle situations, #lease customers ensuring customer retention as well as resolve
any glitches easily without much ado. 7hen the com#any and the manager shows interest in
em#loyee develo#ment, the em#loyee naturally has a greater interest in the com#any8s
develo#ment and their trust on their manager increases 09am#el et al., 1'(,2.
$eadershi# is the most discussed but least understood as#ect of management, an effective
leadershi# style is essential to motivate and ada#t a team when changes come along, #roviding
ins#iration in the face of high)#ressure situations and adversity.
Employees development , empowerment, leadership style, in a reationship with employees trust in their managers
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Previous study shows that managers have to have an effective leadershi# style to gain trust of
em#loyees. :or some, there is little to distinguish between 8manager8 and 8leader8, but as
Professor ;ohn Adair wrote< =!ur #osition as a manager is confirmed by the organi*ation, but
our role as a leader is ratified in the hearts and minds of those whom we lead.= .eam members
will look to their leader to see whether their behavior indicates that they will deliver on goals and
#romises.
5m#loyee em#owerment hel#s em#loyees own their work and take res#onsibility for their
results. It is the state of feeling self)em#owered to take control of one8s own destiny.
5m#owerment rules as a develo#ment strategy, it affects the #erformance of em#loyees and built
their trust on their managers as managers/ shows their trust on em#loyees by em#owering them.
&egeneration of trust in management is a #roblem for both em#loyees and management. But
for the betterment of organi*ation em#loyees trust on their manager is very vital. 0>and, 1'-+2
?anager needs to show trust of em#loyees. 5ventually em#loyees will learn to reci#rocate.
05arley 1'(@2 ?anagers need to listen to their em#loyee and let them know that they8ve been
heard. 5m#loyees become distrustful when they sense that their views are not being heard.
?anagement needs to acknowledge em#loyee suggestions by acting on them and letting all
know that they did so.
Employees development , empowerment, leadership style, in a reationship with employees trust in their managers
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+.0 9eveiw of $iterature
2! Employee development
.rust evolves out of #rior #ositive interactions between actors and by the feelings of
confidence and security, which those relationshi#s create 09am#el et al., 1'(,2. .hus em#loyee
develo#ment is e4#ected to create a sense of certainty, enhance em#loyability and faith in
management. Among its #ositive outcomes, this investment increases em#loyability for the
individual em#loyee 07aterman et al., 1''A2. As early as the 1'@0s, .annenbaum and &avies
01'@'2 associated develo#ment and em#loyee develo#ment with the creation of trust. 7e would
view investment in training and develo#ment as clear evidence of a trust creation mechanism.
.his will result in the emergence of a global belief concerning the e4tent to which managers and
their organi*ations value and care for em#loyees/ well)being 05isenberger et al., 1'(@2.
.ransactional e4change in this case is manifested by high investment in human ca#ital. It would
be difficult or unsettling to betray your organi*ation if it made such an investment. ?oreover,
this continuous #rocess reinforces the generation of mutual trust. .herefore, we #redict a #ositive
relationshi# between managers/ trust and em#loyees/ develo#ment.
22 Empowerment
5m#owerment in an organi*ational conte4t can be viewed as a set of conditions necessary for
intrinsic task motivation 0"onger and anungo, 1'((2. It can also be seen as a set of
motivational techni6ues, contrasting traditional #aradigms such as .aylorism which is
#redominantly based on strong managerial control, first stated by Plato some +,A00 years ago
0"lemense and ?ayer, 1'(-2.
Employees development , empowerment, leadership style, in a reationship with employees trust in their managers
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.he em#owering leader/s role is to show trust, #rovide vision, remove #erformance)blocking
barriers, offer encouragement, motivate, and coach em#loyees. ?ore and more managers are
being advised that effective leaders share #ower and res#onsibility with their em#loyees.
5m#owerment is reflected in delegation of #ower to make decisions at lower organisational
layers, though em#owerment means more than merely delegation 0?alone, 1''-2.
5m#owerment is concerned with trust, motivation, decision making, and basically, breaking
the inner boundaries between management and em#loyees as BthemC and BusC 0$iden and
.ewksbury, 1'',2. ?ishra and 3#reit*er view em#owerment as reflecting a B#ersonal sense of
control in the work#lace as manifested in four beliefs about the #erson)work environment
relationshi#C 0?ishra and 3#reit*er, 1''(, #. ,--2<
012 Meaning D refers to an individual e4#eriencing his task as im#ortant, valuable, and
worthwhile 0Hackman, 1'(-2.
0+2 Competence D .homas and Eelthouse 01''02 defined it as the #rocess of enabling #eo#le
to be confident in their ca#acity to make choices over work #rocesses.
012 Self-determination Breflects a sense of freedom about how individuals do their own workC
0?ishra and 3#reit*er, 1''(, #. ,--2.
0A2 Impact D when an em#loyee #roduces work that is significant and im#ortant for an
organi*ation.
.hese four com#onents are reflected in H9? #ractices such as delegation of decision)making
to the rank and file, enriching the diversity of com#etencies, and creating o##ortunities for
challenging Fobs. Adam 3mith 01'(+2 argued in .he .heory of ?oral 3entiments, that the moral
basis of individual e4istence is the need for recognition and consideration on the #art of others.
Peo#le need attention, sym#athy and a##robation 03ligman, 1''-, #. (02. In #art they will e4#ect
Employees development , empowerment, leadership style, in a reationship with employees trust in their managers
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it from their organi*ation, as #art of the set of mutual e4#ectations develo#ed to maintain
ccommitment and its #ositive outcomes 03teers, 1'--2. .he #rocess of em#owerment is an
e4change #rocess, where managers share #ower with their subordinates, and in return e4#ect to
gain increased #erformance. An added value of the em#owerment #rocess is the increase in
em#loyees/ trust in their managers 0;ones and George, 1''(2.
2" #rust
Building trust within organisations, in #articular within the conte4t of dyad relationshi#
between em#loyees and their managers, is crucial for effective o#eration of the firm. ;ung and
Avolio 0+0002 suggested that transformational leaders may build trust by demonstrating
individualised concern and res#ect for followers. ?oreover, scholars have shown that
inter#ersonal trust bears significantly on such variables as #roblem)solving 0>and, 1'-+2,
#erformance 05arley, 1'(@2, citi*enshi# behavior 0?cAllister, 1'',2, co)o#eration 0A4elrod,
1'(A2, and communication 09oberts and !/9eilly, 1'-A2. :or e4am#le, Gould)7illiams 0+0012
using data collected from % local government em#loyees found that systems trust is the most
significant #redictor for #erceived organisational #erformance. .here have been a number of
attem#ts to define trust in the organisational literature 0?ayer et al., 1'',H 9ousseau et al., 1''(2.
9obinson 01''@, #. ,-@2 #rovides a working
2$ %e&inition o& trust
!ne/s e4#ectations, assum#tions, or beliefs about the likelihood that another/s future actions
will be beneficial, favorable, or at least not detrimental to one/s interests. 3everal as#ects of this
definition call for elaboration. :irst, trust is a social #henomenon 0Blau, 1'@AH $uhamann, 1'((H
Employees development , empowerment, leadership style, in a reationship with employees trust in their managers
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3*tom#ka, 1'''H >and, 1'-+2. 3econd, trust is based on the e4#ectation that another individual
will act benevolently towards one 0?ayer et al, 1'',2 based on history e4#eriences 0;udith,
1''@2. .hird, this definition e4#licitly recogni*es the relationshi# between trust and risk 0>and,
1'-+2. An overwhelming body of literature has em#hasi*ed the im#ortance of #ositive
interaction between #arties, which increases the level of trust 0Butler, 1'(1H ramer and
.yler, 1''@H $ewicki et al., 1''(H ?ayer et al., 1'',H 3aunders and .hornhill, +001H 7hitney,
1''AH >and, 1'-+2. .he trust cycle reflects a self)strengthening mechanism, as &eutsch 01'@+2
mentions, by establishing a B#rimitive interde#endenceC and co)o#eration. "ommon beliefs as
well as research findings suggest that a climate of #ositive trust enhances business #erformance
and that the greater the amount of trust, the more efficient and effective the #erformance of
em#loyees and organi*ations will be 0!uchi, 1'(1H 3haw, 1''-2. .rust has been identified as an
im#ortant com#onent that makes mutual gains and bargaining successful 0:riedman, 1''12, a
#rere6uisite for the im#lementation of a successful organi*ational #roductivity method 03avage,
1'(+2, increasing grou# #erformance 0limoski and arol, 1'-@2 and reducing em#loyee
turnover 0?ishra and ?orrissey, 1''02. 7hile many recent books and scientific #a#ers #ay
increased attention to the #ositive and significant influence of emerging H9? #ractices on
organi*ational #erformance 0&elaney and Huselid, 1''@H 3haw et al., 1''(2, still very little is
known about how these emerging H9? roles are associated with trusting behaviour. 3ome
theoretical and em#irical research related to trust attem#ts to take H9? #ractices into account
0?orrison, 1''@H 7hitener et al., 1''(2 but they fail to develo# a com#rehensive model of the
conse6uences of human resource #ractices on trust. In numerous recent #ublications, 3chuler and
his colleagues #ro#ose that one of the growing challenges for human resource #ractices is to
build a #ositive cycle of trust in the organi*ation 03chuler, 1''+H 3chuler et al., +0012. 5ffective
Employees development , empowerment, leadership style, in a reationship with employees trust in their managers
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use of H9? #ractices, which leads to increased #rocedural Fustice, greater o#en communication,
and em#owerment, will increase em#loyees/ trust in their managers 0Barney and Hansen,
1''AH Gould)7illiams, +001H 3chuler, 1''+H >effane and "onnell, +0012. Armstrong)3tassen
0+00+2 in a three)year longitudinal #anel study found Bthat the #ractice of designating em#loyees
redundant has an adverse effect on Fob satisfaction, organisational trust and commitment during
the downsi*ing #eriodC. ?ayer and &avis 01'''2 found that im#lementing a new #erformance)
based recognition and rewards system leads to a significant increase in trust in to# management.
Guest and "onway 0+0002 e4#lain how innovative H9? #ractices have contributed to
#erce#tions of trust. Along similar lines, &olan et al. 01''(2 re#ort that an e4amination of the
core H9 values of some -, leading %3 and 5uro#ean organisations as communicated via their
res#ective 7eb #ages, often included the conce#t of trust and o#en communication 0for a ty#ical
7eb)based H9, trust emerged as an emergent core value D see the H9? de#artment at "ornell
%niversity< www.ohr.cornell.eduIohrIsu##ortIsu#-'Jcoreval#rinc.html2. .o reca#itulate, the
social e4change theory com#lements the resource)based view by #roviding a dynamic
#ers#ective. 54change theory looks at trust as an essential tool for achieving a stable social
relationshi# 0Blau, 1'@A2. Parties to the organi*ational relationshi# e4#ect some return on their
contribution but the nature and timing of that return is uns#ecified 0onovsky and Pugh, 1''A2,
and de#ends on the conte4t in which they o#erate 0ollock, 1''A2. 3ocial e4change theory
suggests that there is an e4#ectation of some uns#ecified future returns, which is based on the
individual trusting that the other #arties to the e4changes will discharge their obligations fairly in
the long run 0Holmes, 1'(12. .his #ers#ective hel#s us identify when, and under which
conditions of successful social e4changes, an organi*ation is likely to achieve all four criteria for
sustained com#etitive advantage.
Employees development , empowerment, leadership style, in a reationship with employees trust in their managers
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2' Leadership (tyle
$eadershi# style is the manner and a##roach of #roviding direction, im#lementing #lans, and
motivating #eo#le. urt $ewin 01'1'2 led a grou# of researchers to identify different styles of leadershi#.
.his early study has been very influential and established three maFor leadershi# styles. .he four maFor
styles of leadershi#<
Authoritarian or autocratic
Partici#ative or democratic
&elegative or :ree 9eign K
.ransformational.
.here are so many a##roaches to lead a #erson but as a researcher we think that
transformational leadershi# is the best way to im#rove the management 6uality and good way to
go more close to the organi*ation goal. .his theory was develo#ed by Burns 01'-(2 and later
enhanced by Bass 01'(,, 1''(2 and others 0Avolio K Bass, 1'((H Bass K Avolio, 1''AH Bennis
K Lanus, 1'(,H .ichy K &evanna, 1'(@2. .he maFor #remise of the transformational leadershi#
theory is the leader/s ability to motivate the follower to accom#lish more than what the follower
#lanned to accom#lish 0rishnan, +00,2. Burns #ostulated that transformational leaders ins#ire
followers to accom#lish more by concentrating on the follower/s values and hel#ing the follower
align these values with the values of the organi*ation. :urthermore, Burns identified
transformational leadershi# as a relationshi# in which the leader and the follower motivated each
other to higher levels which resulted in value system congruence between the leader and the
follower 0rishnan, +00+2.
Employees development , empowerment, leadership style, in a reationship with employees trust in their managers
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.ransformational leadershi# has been associated with the #ersonal outcomes 0Hatter K Bass,
1'((H Barling, ?outinho, K elloway, 1''(H irk#atrick K $ocke, 1''@2 of the follower as well
as organi*ational outcomes 0Boerner, 5isenbeiss, K Griesser, +00-H >hu, "hew, K 3#angler,
+00,H ;org K 3chyns, +00AH Barling, 7eber, K elloway, 1''@H Howell K Avolio1''12.
9esearch has shown that transformational leadershi# im#acts follower satisfaction 0Hatter K
BassH oh, 3teers, K .erborg, 1'',2 and commitment to the organi*ation 0Barling et al., 1''@H
oh et al.2. 9esearch has also shown that transformational leadershi# im#acts em#loyee
commitment to organi*ational change 0Mu, $eithwood, K ;ant*i, +00+2 and organi*ational
conditions 0$am, 7ei, Pan, K "han, +00+2. &ue to its im#act on #ersonal and organi*ational
outcomes, transformational leadershi# is needed in all organi*ations 0.ucker K 9ussell, +00A2.
&.' (esearch )uestions
.his study #ro#oses to investigate the following 6uestions<
1. Is there any significant relationshi# between em#loyees/develo#ment and
em#loyees/trust in managers in conte4t of %nion "a#ital in BangladeshN
+. Is there any significant relationshi# between em#owerment and em#loyees/trust in
managers in conte4t of %nion "a#ital in BangladeshN
1. Is there any significant relationshi# between leadershi# style and em#loyees/ trust in
managers in conte4t of %nion "a#ital in BangladeshN
Employees development , empowerment, leadership style, in a reationship with employees trust in their managers
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*.' +yppothesis
.he hy#othesis which can be stablish from the research 6uestions are<
1. .here is a significant relationshi# between em#loyees/develo#ment and em#loyees/trust
in managers in conte4t of %nion "a#ital in Bangladesh.
+. .here is a significant relationshi# between em#owerment and em#loyees/trust in
managers in conte4t of %nion "a#ital in Bangladesh.
1. .here is a significant relationshi# between leadershi# style and em#loyees/ trust in
managers in conte4t of %nion "a#ital in Bangladesh.
$.' ,evelopment of Conceptual -ramewor"
.mployees
,evelopment
.mpowerment
%eadership /tyle
.mployeestrust in
managers
Employees development , empowerment, leadership style, in a reationship with employees trust in their managers
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0.' !perational ,efination
?easured Ealue !#erational &efination
5m#loyees/&evelo#ment 7ill be o#erationally defined by 3im et al.
01'''2
5m#owerment 7ill be o#erationally defined by "arr and
#earson 0+00A2
$eadershi# style 7ill be o#erationally defined by Een and ferry
0+0002
5m#loyees/trust in managers 7ill be o#erationally defined by Pearson
01''@2
1.' 2ethodology
)! *esear+h design
.he gra#hical re#resentation of the #ro#osed framework de#icted the #attern and structture of
relationshi# among the set of the measured variables. .he #ur#ose of the study is to measure
correlations among the variables.
.he #resent study will investigate the relationshi# between these following factors such as<
em#loyees/devel#oment, em#owerment, and leadershi# style with the em#loyees/trust on
managers within the conte4t of %nion "a#ital $imited in Bangaldesh. Here,
em#loyees/develo#ment, em#owerment, and leadershi# style considered as the inde#endent
varibales and em#loyees/trust on managers are being considered as de#endent varibales. .his
research will use a correlational study to establish the e4istence of the relationshi#s between the
measured variables. In this research, the researchers only want to identify whether any
Employees development , empowerment, leadership style, in a reationship with employees trust in their managers
14
relationshi#s e4ists between these measured varibales or not. "orrelational study #rovides a
measure of degree between two more variables. .herefore, the #resent study will be
characteri*ed as a correlational study.
)2 (ampling method
.here will be two different ty#es of #o#ulation for this study. :or this #ro#osed study the first
#o#ulation will be the em#oyees/of %nion "a#ital $imited in &haka city.
.he sam#ling frame for the research would be offiicial register of the em#loyees. .he
researchers will use the systematic sam#ling to collect the sam#le for this study. In most of the
#revious researhs conducted the researchers had used this ty#e of sam#ling 0Piercy, 1'',H
"alleya K "aruna, 1''(2. According to 0$evin K 9ubin, 1''(2 in systematic sam#ling, elements
are selected from the #o#ulation at a uniform interval that is measured in time, order or s#ace.
"o##er and 3chinder 01''(2 su##orts this by stating that the maFor advantage of systematic
sam#ling is its sim#licity and fle4ibilty.Becasue of the time limitation researcher is willing to use
a sam#le si*e of +00 where the #o#ulation si*e is @00. Hence, researchers will #ick every 1rd
name from the em#loyee register to come u# with the sam#le si*e of +00.
.he researher willuse convenience sam#ling to collect second sam#le. In Bangladesh it is
very difficult to find out a sam#ling frame to collect sam#le from the customers. It is also very
difficult to find out the customers of banks for face to face interview and most of them may be
inconvenient for researchers. In most cases sam#le si*e +00)100 03ouchan, .hirkell K .oo,
+000H :eick K $ee, +0012. In this research the researhcer will also use a sam#le si*e of +00
because of the time limitation.
Employees development , empowerment, leadership style, in a reationship with employees trust in their managers
15
)" (urvey ,nstrument
.o gather data researcher will use structered 6uestionarries. .he 6uestionarries survey is the
most effective method for this study to collect data. .he 6uestionarrie will be divided into four
sections. 5m#loyee/s develo#ment will be measured using 1- 0 3ection 1, Ouestions 1)1-2 items
develo#ed by 3im et al. 01'''2.
5m#owerment will be measured using , 0 3ection +, Ouestions 1-)++2 items develo#ed by
"arr and #earson 0+00A2.
$eadershi# style will be measured using 1 0 3ection 1, Ouestions ++)+,2 items develo#ed by
Een and ferry 0+0002.
5m#loyees/trust on managers will be measured using A 0 3ection A, Ouestions +,)102 items
develo#ed by by Pearson 01''@2.
)$ Pilot test -uestionnaire
.he researchers intend to conduct a #retest to evaluate the 6uestionarries for clarity bias
ambiguous 6uestions and relevance to organi*ational setting of %"$. According to "o##er and
3chindler 0+0012, a grou# si*e of #ilot testing may vary from +,)100 re#ondents. .herefore, the
researchers will select +, em#loyees from %"$ and +, customers from convenient #lace to
conduct the #ilot survey. .he researchers will use ,0 res#ondents in #ilot survey because of the
time limitations.
)' %ata Colle+tion
Employees development , empowerment, leadership style, in a reationship with employees trust in their managers
16
.he #resent research is a un6ue one for %"$. Altough it is a uni6ue one , secondary sources
of data will be avaibale for this study. However, researchers will also go for #rimary data to
investigate the research 6uestions. .o collect data from the #rimary resources, the researchers
will use 6uestionarrie survey method.
1.0 %ata .nalysis
.he #ro#osed study is a correlational study. As a result, after collecting the data the
researchers will use correlational matri4 to identify whether relationshi#s e4ist between the
measured variables or not. .he researchers are interested to find out whether the conce#tually
newer measured variables add anything to the de#endent variables com#ared to older variables.
3tevens 01''@2 stated that if an investigator wishes to determine whether some conce#tually
newer measures add anything to the de#endent variable com#ared to the older, it is a##ro#riate to
use ste# wise regression. Hence, ste#wise regression will be the most effective tool to analy*e
the data to find out whether the conce#tually newer measured variables add anything to the
de#endent variables com#ared to older variables.
:or this research to run regration 3P33 version 1- will be used as the statistical data tool as it
offers greater fle4ibilty in data analysis and visuali*ation.
3.' %imitations of the /tudy
Employees development , empowerment, leadership style, in a reationship with employees trust in their managers
17
.his #resent study is limited by number of factor. .he sam#le #o#ulation is limited by interms
of its si*e and com#usition. :or the customer survey, the researcher will have to select
convenient sam#ling which is a non)#robablty sam#ling rather than any #robability sam#ling.
.here are many other factors which can influence the inde#endent variables e.g. develo#ment of
the em#loyees/, em#owerment, and level of education but the researcher will not consider those
beacuse of the sim#licity of the research.
4.' /ignifcance of the /tudy
?anagement develo#ment, effective leadershi# style,and em#loyee em#owerment
recogni*ed as a corenerstone of business success and effective tool for the management to
construct a better #erformance for an organi*ation by increasing em#loyees/ trust in thier
managers.
.he study is the first em#erical research in Bangladesh to test the relationshi# between
employees development , empowerment, and leadership style, with employees trust in
their managers using structural euation modeling, so it will contribute a lot to %nion
"a#ital $imited and also other com#anies in Bangladesh.
?ore over this study will not only increase the understanding of the com#le4ities
surrounding employees trust in their managers but also it will e5plore and define the
relationship between employees development , empowerment, and leadership style, with
employees trust in their managers. 6gain this research may encourage futher study and
useful guidelines for these types of research.
References
Employees development , empowerment, leadership style, in a reationship with employees trust in their managers
18
A4elrod, 9. 01'(A2, .he 5volution of "oo#eration, Basic Books, Lew Mork, LM.
Barney, ;.B. and Hansen, ?.H. 01''A2, B.rustworthiness as a source of com#etitive advantageC,
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"lemense, ;.. and ?ayer, &.:. 01'(-2, .he "lassic .ouch, &ow ;ones)Irwin, Homewood, I$.
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"onger, ;.A. and anungo, 9.L. 01'((2, B.he em#owerment #rocess< integrating theory and
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&elaney, ..;. and Huselid, A.?. 01''@2, B.he im#act of human resource management #ractices on
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##. 'A')@'.
&eutsch, ?. 01'@+2, B"oo#eration and trust< some theoretical notesC, in ;ones, ?.9. 05d.2, Lebraska
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5arley, P.". 01'(@2, B.rust, #erceived im#ortance of #raise and criticism, and work #erformance< an
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Employees development , empowerment, leadership style, in a reationship with employees trust in their managers
19
:riedman, 9.A. 01''12, BBringing mutual gains bargaining to labour negotiations< the role of
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Gould)7illiams, ;. 0+0012, B.he im#ortance of H9 #ractices and work#lace trust in achieving
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Guest, &. and "onway, L. 0+0002, BPeering into the black hole< the downside of the new
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1@-)('.
Hackman, ;.9. 01'(-2, B.he design of work teamsC, in $orsch, ;. 05d.2, Handbook of
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;udith, G. 01''@2, B"ommunication D is it really that sim#leN An analysis of a communication
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Employees development , empowerment, leadership style, in a reationship with employees trust in their managers
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onovsky, ?. and Pugh, &.3. 01''A2, B"iti*enshi# behavior and social e4changeC, Academy of
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21
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Employees development , empowerment, leadership style, in a reationship with employees trust in their managers
23
A##endi4
9esearch Ouestionnair for 5m#loyees
Employees development , empowerment, leadership style, in a reationship with employees trust in their managers
24
:ollowing are some 6uestions which will measure manager/s leadershi# style, em#loyees trust
on their managers, 5m#loyee/s em#owerment, and em#loyee/s develo#ment in conte4t of %nion
"a#ital $imited. "ircle one number #er statement using the following scale.
78 /trongly ,isagree *8 6gree
#8 ,isagree &8 9either ,isagree nor 6gree $ 8 /trongly 6gree
%eadership style
01. ?anager always takes vote from em#loyer
whenever a maFor decision has to be made
1 + 1 A ,
0+. 7hen things go wrong and manager need
to create a strategy to kee# a #roFect or
#rocess running on schedule, manager call
a meeting to get em#loyee8s advice.
1 + 1 A ,
01. 7hen em#loyees makes a mistake manager
tell em#loyees not to ever do that again and
make a note of it.
1 + 1 A ,
0A. ?anager always creates an environment
where the em#loyees take ownershi# of the
#roFect. ?anager allow em#loyees to
#artici#ate in the decision making #rocess.
1 + 1 A ,
0,. ?anager asks em#loyees for their vision of
where they see their Fobs going and then
use their vision where a##ro#riate.
1 + 1 A ,
0@. ?anagers think em#loyees can lead
themselves Fust as well as they can.
1 + 1 A ,
0-. ?anager asks for em#loyee ideas and in#ut
on u#coming #lans and #roFects.
1 + 1 A ,
0(. ?anager always tells em#loyees what has
to be done and how to do it.
1 + 1 A ,
Employees development , empowerment, leadership style, in a reationship with employees trust in their managers
25
.mployees Trust
0'. 3enior management does a good Fob of
e4#laining the reasons behind im#ortant
business decisions.
1 + 1 A ,
10. 3enior management does a good Fob of
confronting issues before they become
maFor #roblems.
1 + 1 A ,
11. I trust management to always communicate
honestly.
1 + 1 A ,
1+. I believe my organi*ation as a whole is
well managed.
1 + 1 A ,
11. 3enior management communicates a clear
vision of the future direction of my
organi*ation.
1 + 1 A ,
1A. 3enior management does a good Fob of
establishing clear obFectives.
1 + 1 A ,
.mployee empowerment
1,. If I have #roblem I can s#eak directly to
management.
1 + 1 A ,
1@. I take initiatives at work 1 + 1 A ,
1-. ?anagement is good e4am#le to
em#loyees
1 + 1 A ,
1(. ?anagement tries to solve my work related
#roblem.
1 + 1 A ,
1'. I am rewarded for work well done 1 + 1 A ,
+0. I know which work I should com#lete
every day.
1 + 1 A ,
.mployees development
Employees development , empowerment, leadership style, in a reationship with employees trust in their managers
26
+1. 3u#ervisor8s efforts to identify your
strengths and weaknesses
1 + 1 A ,
++. .he 6uality of orientation and training
received for your current #osition in the
com#any
1 + 1 A ,
+1. ?anagers #rovide su##ort for my efforts to
im#rove my weaknesses.
1 + 1 A ,
+A. .here is a consistent and e6uitable system
of rewards
1 + 1 A ,
+,. .here is a #ositive recognition by your
immediate su#ervisor
1 + 1 A ,