The effect of future redeployment on organizational trust

Ferres, N; Connell, JA; Travaglione, A

The effect of future redeployment on organizational trust

Ferres, N Connell, JA

Travaglione, A

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Publisher:: John Wiley & Sons, Ltd.
Publication Type:: Journal Article
Citation:: Journal of Strategic Change, 2005, 14 (2), pp. 77 - 91
Issue Date:: 2005-01

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Field	Value	Language
dc.contributor.author	Ferres, N	en_US
dc.contributor.author	Connell, JA https://orcid.org/0000-0001-9604-6756	en_US
dc.contributor.author	Travaglione, A	en_US
dc.date.issued	2005-01	en_US
dc.identifier.citation	Journal of Strategic Change, 2005, 14 (2), pp. 77 - 91	en_US
dc.identifier.issn	1740-2859	en_US
dc.identifier.uri	http://hdl.handle.net/10453/10179
dc.description.abstract	This study compares levels of organizational trust and connected variables between two groups of employees from an Australian public health organization. One group (N = 123) is based in a hospital that will close as part of the organization's transformational strategy, and the other group (N = 152) is based in other hospitals that will remain open. The first group will become redeployed amongst departments in the remaining hospitals. The relationships between trust, transformational leadership, fairness, perceived organizational support (POS), commitment, organizational citizenship behaviour (OCB conscientiousness) and intention to turnover were investigated, in addition to the relative levels of these variables between the two cohorts of employees. The hypothesis that future redeployment would result in comparatively negative evaluations of organizational trust and associated constructs was not supported, whereas the hypothesis that traditional exchange relationships would be relevant regardless of an employee's situation was partially upheld. The theoretical and managerial implications of these findings are discussed.	en_US
dc.publisher	John Wiley & Sons, Ltd.	en_US
dc.relation.ispartof	Journal of Strategic Change	en_US
dc.title	The effect of future redeployment on organizational trust	en_US
dc.type	Journal Article
utslib.citation.volume	2	en_US
utslib.citation.volume	14	en_US
utslib.for	150310 Organisation and Management Theory	en_US
utslib.for	150305 Human Resources Management	en_US
utslib.for	1503 Business and Management	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/DVC (Research)
utslib.copyright.status	closed_access
pubs.consider-herdc	false	en_US
pubs.issue	2	en_US
pubs.volume	14	en_US

Abstract:

This study compares levels of organizational trust and connected variables between two groups of employees from an Australian public health organization. One group (N = 123) is based in a hospital that will close as part of the organization's transformational strategy, and the other group (N = 152) is based in other hospitals that will remain open. The first group will become redeployed amongst departments in the remaining hospitals. The relationships between trust, transformational leadership, fairness, perceived organizational support (POS), commitment, organizational citizenship behaviour (OCB conscientiousness) and intention to turnover were investigated, in addition to the relative levels of these variables between the two cohorts of employees. The hypothesis that future redeployment would result in comparatively negative evaluations of organizational trust and associated constructs was not supported, whereas the hypothesis that traditional exchange relationships would be relevant regardless of an employee's situation was partially upheld. The theoretical and managerial implications of these findings are discussed.

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http://hdl.handle.net/10453/10179