The Influence of Trust and Perceived Organisational Support in Encouraging Employees to Engage in Discretionary Extra-Role Behaviour

Robert Sharkie

The Influence of Trust and Perceived Organisational Support in Encouraging Employees to Engage in Discretionary Extra-Role Behaviour

Robert Sharkie

Management and Marketing

Research output: Book chapter/Published conference paper › Conference paper › peer-review

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Abstract

This paper examines the relationship between inferences about trust drawn on the basis of the relationship between the employee and the organisation and the reciprocation of care and concern in the relationship. Trust in this context is a measure of the extent to which one is willing: To have confidence in the words and actions of others; ascribe good intentions to others; to form positive perceptions about the future behaviour of another person; and to envisage positive benefits flowing from these perceptions. This paper further argues that the perceptions of a supportive, non judgemental climate would be conducive to encouraging discretionary extra-role behaviour in employees.

Original language	English
Title of host publication	Knowledge, Culture and Change in Organisations, The Eight international conference on Knowledge, Culture and Change Management 2008
Place of Publication	Melbourne
Publisher	Common Ground
Pages	35-42
Number of pages	8
Volume	8
Publication status	Published - 2008
Event	International Journal on Knowledge, Culture and Change Management - Cambridge, United Kingdom Duration: 05 Aug 2008 → 08 Aug 2008

Conference

Conference	International Journal on Knowledge, Culture and Change Management
Country	United Kingdom
Period	05/08/08 → 08/08/08

Access to Document

CSU380512Accepted author manuscript, 277 KB

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Cite this

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title = "The Influence of Trust and Perceived Organisational Support in Encouraging Employees to Engage in Discretionary Extra-Role Behaviour",

abstract = "This paper examines the relationship between inferences about trust drawn on the basis of the relationship between the employee and the organisation and the reciprocation of care and concern in the relationship. Trust in this context is a measure of the extent to which one is willing: To have confidence in the words and actions of others; ascribe good intentions to others; to form positive perceptions about the future behaviour of another person; and to envisage positive benefits flowing from these perceptions. This paper further argues that the perceptions of a supportive, non judgemental climate would be conducive to encouraging discretionary extra-role behaviour in employees.",

keywords = "Open access version available, Discretionary extra-role behaviour, Management, Relational trust, Trust",

author = "Robert Sharkie",

note = "Imported on 03 May 2017 - DigiTool details were: publisher = Melbourne: Common Ground, 2008. editor/s (773b) = Mary Kalantzis , Bill Cope ; Event dates (773o) = 5-8 August 2008; Parent title (773t) = International Journal on Knowledge, Culture and Change Management. ISSNs: 1447-9524; ; International Journal on Knowledge, Culture and Change Management ; Conference date: 05-08-2008 Through 08-08-2008",

year = "2008",

language = "English",

volume = "8",

pages = "35--42",

booktitle = "Knowledge, Culture and Change in Organisations, The Eight international conference on Knowledge, Culture and Change Management 2008",

publisher = "Common Ground",

}

Sharkie, R 2008, The Influence of Trust and Perceived Organisational Support in Encouraging Employees to Engage in Discretionary Extra-Role Behaviour. in Knowledge, Culture and Change in Organisations, The Eight international conference on Knowledge, Culture and Change Management 2008. vol. 8, Common Ground, Melbourne, pp. 35-42, International Journal on Knowledge, Culture and Change Management, United Kingdom, 05/08/08.

The Influence of Trust and Perceived Organisational Support in Encouraging Employees to Engage in Discretionary Extra-Role Behaviour. / Sharkie, Robert.

Knowledge, Culture and Change in Organisations, The Eight international conference on Knowledge, Culture and Change Management 2008. Vol. 8 Melbourne : Common Ground, 2008. p. 35-42.

Research output: Book chapter/Published conference paper › Conference paper › peer-review

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