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The effect of future redeployment on organizational trust
Author(s) -
Ferres Natalie,
Connell Julia,
Travaglione Anthony
Publication year - 2005
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/jsc.713
Subject(s) - organizational citizenship behavior , transformational leadership , conscientiousness , psychology , social psychology , organizational commitment , business , public relations , personality , political science , big five personality traits , extraversion and introversion
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.Copyright © 2005 John Wiley & Sons, Ltd.