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Chapter 7 A complete chapter 7 note taken from both the lecture and book.

6 Pages

Administrative Studies
Course Code
ADMS 2400
Sabrina Deutsch Salamon

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Chapter 7 – Trust, Justice, & Ethics Trust: The willingness to be vulnerable to another based on positive expectations about another’s actions and intentions.  Put ourselves out there, when we trust  Trust reflects the willingness for an individual to take a risk with an authority  Trust comes from people and organizations o Organizational trust is based on reputation of company Factors of Trust:  Disposition-based Trust: Trust that is rooted in one’s own personality, as opposed to a careful assessment of the trustee’s trustworthiness. o Trust Propensity: A general expectation that the words, promises, and statements of individuals can be relied upon.  “faith in human nature”  Less to do with authority and more to do with the trustor.  High in trust propensity may allow someone to trust one that is not worthy of it.  Low in trust propensity may allow someone to distrust one that deserves it.  Product of both nature (genetics) and nurture (how we are raised).  Cognition-based Trust: Trust that is rooted in a rational assessment of the authority’s trustworthiness. o Trustworthiness: Characteristics or attributes of a person that inspire trust, including competence, character, and benevolence.  Competence: The skills, abilities, and areas of expertise that enable an authority to be successful in some specific area.  Doctor trust to perform surgery, mechanic trust to fix car, etc.  Character: The perception that an authority adheres to a set of values and principles that the trustor finds acceptable.  Have integrity – honest motives and intentions.  Words and deeds – keep their promises  Benevolence: The belief that an authority wants to do good for an employee, apart from any selfish or profit-centered motives.  Care for employees, concerned about their well-being, and feel a sense of loyalty to them.  The best mentors would never do anything to hurt their protégés  Affect-based Trust: Trust that depends on feelings toward the authority that go beyond any rational assessment of trustworthiness. o Emotional than rational. o We really like the person, thus we trust them o Acts as a supplement to the others. o Feeling toward trustee  New relationships = Disposition-Based Trust  Most Relationships = Cognition-Based Trust  Few Relationships = Affect-Based Trust How do we gauge those trustworthiness forms? Justice: The perceived fairness of an authority’s decision making  High level of justice decision outcomes to be fair and decisions making conducted in fair manner.  Can be used to explain why some employees judge some authorities more trustworthy than others.  Four dimensions that employees can judge fairness of an authority: o Distributive Justice: The perceived fairness of decision-making outcomes.  If the allocation of pay, promotions, evaluations, work assignments are using proper norms.  In most businesses the proper norm is equity, more outcomes allocated to those who contribute more inputs.  In a team, it is fair that the team received equality rather than the individuals on the team.  Equity vs. Equality vs. Need  Are rewards allocated according to the proper norm? o Procedural Justice: The perceived fairness of decision-making processes.  Process that led to the outcome.  When authorities adhere to rules of fair process.  Voice is one of the rules, which enables the employee with an opportunity to express their opinions and views during the course of decision making.  Provides a sense of ownership for employees for decisions that occur at work.  Correctability is a related rule to voice.  Provides employees to request an appeal when a procedure seems to have worked ineffectively.  Also fostered when authorities adhere to four rules that serve to create equal employment opportunity.  Consistency, Bias Suppression, Representativeness, and Accuracy. o Enables neutral and objective as opposed to biased and discriminatory hiring. o Accurate measures of job performance for promotional use.  When distributive justice is high, procedural justice has little impact on reactions.  When outcomes are good, people do not look at processes.  When outcomes are bad, procedural justice b
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