Developing a trust model for assisting management during change

Abstract

Die studie ondersoek die verhouding tussen die Groot Vyf (''Big Five'') persoonlikheidsdimensies en bestuurspraktyke en die dimensie van vertroue tussen bestuur en werknemers. Die Groot Vyf dimensies is konsensieusheid, eenstemmigheid, emosionele stabiliteit, vernuftigheid en ekstroversie. Die bestuurspraktyke is kredietwaardigheid, spanbestuur, die deel van inligting en werksondersteuning. Die resultate dui aan dat die bestuurspraktyke 'n invloed het op die verhouding tussen bestuur en werknemers. Wat die Groot Vyf dimensies aanbetref, is 'n swakker verhouding met die dimensie van vertroue bevind. Alhoewel dit skyn asof daar 'n swakker verhouding tussen die Groot Vyf en die dimensie van vertroue is, toon die relatiewe goeie passing van die model dat beide die bestuurspraktyke en die Groot Vyf persoonlikheidsaspekte van die bestuurder die verhouding tussen bestuur en werknemers mag beinvloed. Die resultate hou verskeie implikasies in vir die verhoudinge tussen bestuur en werknemers en spesifiek in die areas van keuring, werwin en aanstelling van bestuurders en die rol van bestuurders gedurende verandering. •This study investigates the relation of the ''Big Five'' personality dimensions and managerial practices to the dimension of trust relationships between managers and employees. The''Big Five''dimensions are conscientiousness, agreeableness, emotional stability, resourcefulness and extraversion. Managerial practices are credibility, team management, information sharing and work support. Results indicate that managerial practices have an influence on the trust relationships between managers and employees. For the ''Big Five'' personality dimensions, a weaker relationship with the dimension of trust was obtained. Although there appears to be a weaker relationship between the ''Big Five'' and the dimension of trust relationships, the relatively good fit of the model indicates that an overall implication of the model is that both managerial practices and the ''Big Five'' personality aspects of the manager might influence his / her subordinates indirectly. These findings have numerous implications for the relationships between managers and employees, especially in the selection, recruitment and appointment of managers and the role of managers during transformation.