Trust: an antecedent to employee extra‐role behaviour
I Reychav, R Sharkie - Journal of Intellectual Capital, 2010 - emerald.com
I Reychav, R Sharkie
Journal of Intellectual Capital, 2010•emerald.comIt 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.
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.
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.
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