University of Windsor
**Data Analysis and Report completed by Gwang-Yeol Yang, MBA 2010
Research Study
Trust in the Workplace
Francine Schlosser, Odette School of Business
10
Trust in the Workplace 1 / 19
Contents Objectives: Managers' Trust on Subordinates & Environmental Factors....................................................... 2 Participants....................................................................................................................................................... 2 Findings............................................................................................................................................................. 2 Implications ...................................................................................................................................................... 3 Limitations: Skewed Demographics & Universal Concept Trust..................................................................... 3 What does the word 'trust' mean to supervisors?.......................................................................................... 4 Repeated Key Words..................................................................................................................................... 4 Integrity ............................................................................................................................................................ 4 Credibility ...................................................................................................................................................... 5 Honesty and Openness.................................................................................................................................. 5 Morality......................................................................................................................................................... 5 Fairness ......................................................................................................................................................... 6 Benevolence ..................................................................................................................................................... 6 Intention........................................................................................................................................................ 6 Ability .............................................................................................................................................................. 6 Competence .................................................................................................................................................. 7 A critical event of most trusted subordinates ................................................................................................. 7 Repeated Key Words..................................................................................................................................... 7 Atmosphere & Belief on Subordinates ............................................................................................................ 8 Propensity to Trust........................................................................................................................................... 9 Coping Skills.................................................................................................................................................... 10 Gender ............................................................................................................................................................ 10 Age .................................................................................................................................................................. 10 General Impressions of Trust ......................................................................................................................... 11 Repeated Key Words................................................................................................................................... 11 The Survey Responses..................................................................................................................................... 12 Trust in the Workplace 2 / 19
General Report
Objectives: Managers' Trust on Subordinates & Environmental Factors
This survey explores how managers trust their subordinates. We asked 142 participants in
managerial positions how importantly they think of each list of relevant trust characteristics and
factors which affect their trust relationships in deciding on trusting their subordinates. When we
trust others, how do we come to trust them? What are the characteristics of trustees, the people we
trust?
There are three prominent qualities of trustees; integrity, benevolence and ability. Integrity is
the extent to which the trustee adheres to a set of principles, and the trustor perceives those
principles are acceptable. Benevolence indicates that the trustor believes the trustee will do good for
the trustor, different from an egocentric profit motive. Finally, ability means the group of skills,
competencies, and characteristics that influence within a specific domain.
The survey consists of 12 integrity questions, 20 benevolence questions and 2 ability questions.
A variety of questions on their atmosphere, belief on subordinates, propensity to trust, and coping
skills are applied. The outcomes help reveal which dimensions and characteristics are important in
managers trusting their subordinates, and how psychological and environmental factors affect this
relationship. Also, the impact on trust according to different demographics such as age, gender,
unionization, labour action and lay-offs are observed.
Participants
Among 142 participants, 68 respondents (47.9%) were male and 74 (52.1%), female. Most (80.1%)
were born in Canada and 96.4% respondents were educated in Canada. 18% of subordinates and 7.8% of
supervisors were unionized. 9.3 of them had experienced a labor action, and 39.6% of them had experienced
lay-offs or severed employees during the year. The age median was 43 years old with a minimum of 23 and a
maximum of 67.
Findings
The managers in the survey had the highest stress on integrity as an average of 4.27 in trusting
subordinates. Ability is the second as 4.19. Benevolence was the last as 3.60. It shows that managers first see
whether their subordinates keep appropriate principles such as honesty and morality, next their capability,
and human relationships in trusting them.
According to the outcomes ranking, the first four important factors were from integrity. What managers
think most important is whether subordinates keep the promises they make. The question in the lowest
ranking is "gives negative feedback in a constructive manner." The Canadian workplace treated morality as a
more important component of integrity that their Swiss or German counterparts. This implies the importance
of responsibility in the workplace. In benevolence, the top considered question is whether subordinates
carefully listen when supervisors have problems or concerns. The lowest one is whether the subordinates are
willing to socialize with you. In ability, supervisors treated showing competence in his/her job more
importantly than solving problems adequately as a rather higher ranking compared to Dutch, Swiss and
Trust in the Workplace 3 / 19
German supervisors, and also morality and integrity are considered relatively more important compared
those countries. It looks like it is related to the workplace where responsibility is regarded important.
The managers answered an average of 3.44 on questions asking about atmosphere. Non-unionized
managers have an average of 3.50, a significant level difference compared to unionized managers, 2.71.
Managers with no labour action also have higher averaged atmosphere as 3.51 than managers who have
experienced labour actions. The better the atmosphere, the less unionization and labour actions take place.
Also, the atmosphere has a significant positive relationship with the managers' belief in their subordinates
that the subordinates would behave in a trustworthy manner. The average of the respondents' belief in their
subordinates is 3.93.
Also, how strong managers' propensity to trust is and how well they cope with people and environment
situation affect their trust in their subordinates. Because integrity is the most decisive factor, managers'
propensity to trust and coping reach to trust especially through integrity. Managers with good coping skills
show a high trust average in their subordinates. Divided by the median age of 43, older managers showed a
higher preference for integrity toward trust and higher average on belief on the subordinates and propensity
to trust.
Implications
Although managers would depend on their own judgments in deciding to trust their subordinates,
aspects of integrity such as credibility, openness, and morality explains how and why managers trust
subordinates. There are many other factors that affect trust relationships besides integrity and psychological
and environmental factors. When managers understand the diversity in trust dimensions and other factors
including judgment characteristics in the workplace and how they currently stress morality and competence,
they can judge their employees more wisely and objectively. Furthermore, CEOs and supervisors can
encourage and promote environments where employers and employees have trust in each other and improve
productivity and autonomy in the workplace.
The fact that a better workplace atmosphere reduces unionization and labour actions is not a surprise.
Those factors would be interactive. Bad atmosphere creates unionization and labour action, and these results
will make the atmosphere worse. Once employers notice the increase in unionization and labour actions, they
could check whether the atmosphere was the problem, then try to create solutions improving workplace
atmosphere. Employers' strong beliefs generated from a good atmosphere will encourage employees, so
supervisors can begin to found a good environment.
It could be translated that managers' high propensity to trust and good coping skills have more trust in
their subordinates to encourage trustworthy behaviour resulting in a good environment. Again, this good
environment will increase supervisors' expected trust in subordinates encouraging more desirable employees'
behaviour.
From the results of older and younger managers' differences in preferences, it can be deduced that the
older and more experienced managers are, the more positive attitude and generosity they seem to have
toward their subordinates. Older and experienced managers have benefits such as belief and trust in their
subordinates which can be as important as individual performance capacity. When CEOs and supervisors
decide laid-offs or downsize, this would be an issue they should remember. Should a CEO choose between a
young manager that is capable of showing performance outcomes right away, but lacks an attitude of trust
and an older manager who is not as capable as the young manager, so the company is not sure whether he is
really contributing to performance, but has skills and positive trust attitudes?
Limitations: Skewed Demographics & Universal Concept Trust
While the third ranking, benevolence, has twenty questions, ability, the second ranking has only two
questions. Deeper outcomes about ability and other factors are limited because of the lack of data. Further
research on the ability dimension is recommended. Demographics on birth and education location are
Trust in the Workplace 4 / 19
skewed in Canada, so differences according to birth and education could not be explored. Also, trust is a
common language all know and experience, so managers' recognition toward trust shows a symmetric
distribution. Therefore the outcomes showed subtle differences and relationships among relevant affecting
factors.
Key Summary of the Survey
What does the word 'trust' mean to supervisors?
Repeated Key Words
The visual aid above represents the frequency with which each word or concept was used when
supervisors were asked what trust means to them. Words that appear larger appeared more frequently than
those that are smaller. In this instance, a subordinate's reliability is what supervisors linked most strongly to
trust, followed by words like honesty, confidence, integrity and someone in whom they had belief.
Integrity
Integrity, one dimension of the three trust factors, consists of honesty and openness, credibility, morality
and fairness. The survey shows that the first top four important rankings in trust relationships belong to
integrity and six items in top 10. When subordinates are creditworthy, honest, opened, moral and fair
managers have more tendencies to trust them. The same results are shown in the above question that asks for
what trust mean to you. They mostly answered one of those characteristics of integrity. The average integrity
is 4.27, top in three trust dimensions among three.
Trust in the Workplace 5 / 19
Credibility
Credibility is the most important characteristic whether to believe in others in many cultures -- not only
Canada but also China, Switzerland, Holland and Germany. In the survey of supervisors, the top listed
question has an average of 4.78 out of 5. The question is whether subordinates keep promises they make.
Keeps the promises he/she makes (Credibility/Integrity) Mean 4.78 of very little or no importance 0.0% 0.0% of moderate importance 0.7% of utmost importance 19.1% 80.1% Honesty and Openness
One item in the openness list has the second position and another honesty item, the third, with an
average of 4.64 and 4.50 respectively. In honesty, the information is relevant to managers themselves.
Is not knowingly holding back information that can be important to you (Honesty/Integrity) Mean 4.64 Appears open and honest (Openness/Integrity) Mean 4.50 of very little or no importance 0.0% 0.0% of very little or no importance 0.0% 0.0% of moderate importance 5.7% of utmost importance 26.2% of moderate importance 5.0% 66.7% of utmost importance 36.9% 58.2% Morality
The fourth ranking in trust characteristics is morality. Its average is 4.44. Morality is regarded as an
important factor in Asian countries like China, so it is high in those countries. Its ranking in Holand,
Switzerland and Germany, the culture of which is more similar with Canada, is not as high as China, but the
results of this survey showed a higher position. The outcome means that morality is regarded as one of the
most important factors in the business world in the relationships of managers and subordinates.
Responsibility is considered one of the most important characteristics.
Feels responsible for his/her work (Morality/Integrity) Mean 4.44 of very little or no importance 0.0% 0.0% of moderate importance 6.6% of utmost importance 38.0% 55.5% Trust in the Workplace 6 / 19
Fairness
Fairness has the sixth ranking as average 4.31.
Is fair in dealings with others Mean 4.31 of very little or no importance 0.0% 1.5% of moderate importance 11.7% of utmost importance 37.2% 49.6% Benevolence
Benevolence consists of carefulness, closeness, intention and monitoring. Only two items out of twenty
are within the top ten ranking as fifth and seventh. Except three items ranked 11th, 12th and 14th, all other
items are beyond the top twenty. Relatively, benevolence is regarded less importantly than integrity and even
ability when considered that benevolence has so many low ranking items. Both the fifth and seventh items
belong to intention. The benevolence average is 3.60, which is the third dimension among the three trust
dimensions.
Intention
Intention refers to subordinates not hurting supervisors intentionally and has a ranking as fifth and
seventh as an average of 4.31 and 4.29. Intention is showing unselfish behaviour and cooperative attitudes
towards teamwork.
Does not knowingly do anything to of very little or no hurt you (Intention/Benevolence) importance Mean 4.31 Carefully listens when you have problems or concerns Mean 4.29 1.5% 2.2% of very little or no importance 0.7% 2.9% of moderate importance 11.7% of utmost importance 40.1% of moderate importance 10.1% 43.8% of utmost importance 43.2% 42.4% Ability Ability has only two questions asking about competence. Competence consists of individual
performance and resolving performance issues with others. Solving problems with others is preferred by
managers in Holland, Switzerland and Germany, but is the opposite in China. The average is 4.19, ranking
second among the three trust dimensions.
Trust in the Workplace 7 / 19
Competence
Competence has the tenth ranking as an average of 4.25. Compared to Holland, Switzerland, Germany
and China, the ranking of the question about competence in Canada is much higher as 10th, versus 28th, 22th,
and 26th.
Shows competence in his/her of very little or no job (Competence/Ability) importance Mean 4.25 0.7% 1.4% of moderate importance 9.4% of utmost importance 45.3% 43.2% A critical event of most trusted subordinates
Repeated Key Words
In this visual representation of trust in subordinates, the strongest view was that trust evolves over time.
The reasons that trust evolves over time is because it needs to develop, demonstrate consistence, and prove
ethical behaviour. The word "begins" is the largest next to "time" and "evolves." This represents a group of
people who believe that they should trust subordinates from the beginning of their relationship.
Trust in the Workplace 8 / 19
Atmosphere & Belief on Subordinates
On questions asking about the atmosphere whether it is enthusiastic, productive, encouraged, optimistic,
motivated, cheerful, and supportive, the managers answered average 3.44. According to unionization and
labour actions, managers' recognition towards atmosphere shows a significant level of difference. Also, in a
good atmosphere, the managers show that they have stronger belief in their subordinates.
Cold 1 2 3 4 5 Hot Indifferent 4.3% 17.9% 33.6% 35.0% 9.3% Enthusiastic Unproductive 0.7% 6.4% 20.7% 51.4% 20.7% Productive Discouraged 7.2% 19.4% 29.5% 33.1% 10.8% Encouraged Pessimistic 4.3% 19.3% 36.4% 31.4% 8.6% Optimistic Frustrated 6.5% 25.9% 23.7% 31.7% 12.2% Motivated Dejected 2.9% 7.2% 26.6% 51.8% 11.5% Cheerful Hostile 2.2% 12.3% 18.8% 44.2% 22.5% Supportive Average Atmosphere 3.44 The managers' average belief in their subordinates is 3.93.
I tend to trust my subordinates My subordinates will keep their word to me My subordinates are sincere in informing me about matters that concern me I can count on my subordinates to take my interests into account Neither agree nor disagree Strongly disagree Strongly agree 0.7% 2.1% 11.4% 56.4% 29.3% 0.7% 2.1% 17.7% 62.4% 17.0% 0.7% 2.1% 20.6% 60.3% 16.3% 0.0% 4.3% 30.0% 49.3% 15.7% Average Belief on Subordinates 3.93 Trust in the Workplace 9 / 19
Non-unionized managers have average 3.50 compared to 2.71, a significance difference. Managers with
no labour action also have higher averages atmosphere as 3.51 than managers who have experienced labour
actions, 2.82.
Average Atmosphere Mean Unionized Yes No 2.71 3.50 Labour Action Yes No 2.82 3.51 Propensity to Trust
The result showed that the high dependence of propensity to trust on integrity among the three trust
dimensions. Also, managers with a high propensity to trust have tendencies to have more belief in their
subordinates. Managers' averages propensity to trust is 3.48.
Strongly disagree Neither agree nor disagree Strongly agree I believe that most people can be trusted 2.8% 7.0% 19.7% 58.5% 11.3% I believe that most people can be counted on to do what they say they will do 0.7% 7.7% 23.2% 62.7% 5.6% I trust people that I meet for the first time 18.3% 34.5% 31.0% 10.6% 4.9% I believe that most mechanics will not overcharge people for a car repair, even if they could get away with it 12.1% 27.0% 34.0% 21.3% 3.5% I trust people who trust me 2.8% 6.4% 24.8% 41.8% 24.1% Average Propensity to Trust 3.48 Trust in the Workplace 10 / 19
Coping Skills
Good coping skills of managers also connect themselves to have trust in the subordinates through
especially higher integrity. Managers with good coping skills show positive relationship with trust average in
their subordinates. It could be translated that managers with good coping skills have more trust in their
subordinates resulting in encouraging their subordinates behave honestly and openly. The coping average is
3.77.
Strongly disagree I try to see this situation as an opportunity to learn and develop new skills I remind myself that other people have been in similar situation and that I can probably do as well as they did I tell myself that I can probably work things out to my advantage I think of ways to use this situation to show what I can do Neither agree nor disagree Strongly agree 1.4% 10.7% 20.0% 42.9% 25.0% 2.9% 9.4% 20.9% 44.6% 20.1% 0.7% 10.9% 20.3% 44.9% 21.0% 0.7% 7.2% 21.6% 46.0% 21.6% Average Coping 3.77 Gender
Different from the fact that male and female managers don't show a difference in ability, female
managers have higher connection with integrity and benevolence. Benevolence seems to have more
important role in female's decision in trust.
Integrity Benevolence Mean Male 4.17 3.49 Female 4.36 3.70 Age
The median age is 43. Older managers are stricter towards integrity. Older managers also showed higher
average in both belief in subordinates and propensity to trust. Older managers' average in integrity, belief in
subordinates and propensity to trust are 4.41, 4.01, and 3.81 respectively significantly higher than younger
managers' 4.16, 3.81 and 3.44.
Integrity Belief on Subordinates Propensity to Trust Mean Younger Managers 4.16 3.81 3.44 Older Managers 4.41 4.01 3.86 Trust in the Workplace 11 / 19
General Impressions of Trust
Repeated Key Words
This question asked respondents why they respond to questions about trust the way they do. As the
visual representation demonstrates, experience is what has led people to make the decisions they make. Other
frequent words included relationships, indicating that trust can only come from relationships. Trust was also
labeled as earned, and reciprocal. Some described themselves as optimists, while others were still undecided
or uncertain.
Trust in the Workplace 12 / 19
The Survey Responses INSTRUCTIONS
.
Listed below are various characteristics of people you might use in the decision to trust your direct
subordinates. In response to each suggested characteristic, circle a number to indicate how important you
consider this characteristic in relation to trust.
The answering categories range from ´of very little or no importance´ (1) to ´of utmost importance´ (5);
for ´moderate importance´ please circle (3). If the sentence is unclear to you please mark the box
´undecided´ ( ).
.
Q1.
What does the word ‘trust’ mean to you? Write down some ideas (in English or any other language) in
the following box:
Q2.
In order to trust your direct subordinates, how important is it that he or she:
of very little or
no importance
of moderate
importance
of utmost
importance
appears open and honest
1 (0.0%) 2 (0.0%) 3 (5.0%) 4 (36.9%) 5 (58.2%)
is not knowingly holding back information
that can be important to you
1 (0.7%) 2 (0.0%) 3 (5.7%)
4 (26.2%) 5 (66.7%)
acknowledges his/her own mistakes
1 (0.0%) 2 (2.8%) 3 (9.9%)
4 (44.4%) 5 (43.0%)
gives negative feedback in a
constructive manner
1 (0.7%) 2 (8.5%) 3 (22.0%) 4 (47.5%) 5 (21.3%)
is open and direct about task problems
he/she experiences
1 (0.0%) 2 (0.0%) 3 (0.7%)
keeps the promises he/she makes
1 (0.0%) 2 (0.0%) 3 (0.7%) 4 (19.1%) 5 (80.1%)
4 (19.1%) 5 (31.0%)
Trust in the Workplace 13 / 19
Q3.
In order to trust your direct subordinates, how important is it that he or she:
of very little or
no importance
of moderate
importance
of utmost
importance
appears to have good principles
that guide his/her behaviour
1 (0.7%) 2 (0.7%) 3 (11.0%) 4 (42.6%) 5 (44.9%)
feels responsible for his/her work
1 (0.0%) 2 (0.0%) 3 (6.6%)
is open to constructive criticism
about his/her functioning
1 (0.0%) 2 (5.8%) 3 (21.0%) 4 (44.9%) 5 (28.3%)
is willing to forgive when people
make mistakes
1 (1.4%) 2 (7.2%) 3 (18.8%) 4 (43.5%) 5 (29.0%)
respects authority
1 (0.0%) 2 (2.9%) 3 (18.2%) 4 (46.7%) 5 (32.1%)
is fair in dealings with others
1 (0.0%) 2 (1.5%) 3 (11.7%) 4 (37.2%)
is careful when he/she is dealing
with issues that concern you
1 (0.0%) 2 (8.8%) 3 (25.5%) 4 (40.9%) 5 (24.8%)
works accurately
1 (0.0%) 2 (1.5%) 3 (21.9%) 4 (44.5%) 5 (32.1%)
appears to have trust in you
1 (0.0%) 2 (1.5%) 3 (16.1%) 4 (40.9%) 5 (41.6%)
is willing to socialise with you
1 (29.4%) 2 (28.7%) 3 (30.1%) 4 (10.3%)
5 (1.5%)
returns favours
1 (23.4%) 2 (29.2%) 3 (35.0%) 4 (10.2%)
5 (2.2%)
appears to value the relationship with you
1 (2.2%) 2 (8.7%) 3 (32.6%) 4 (41.3%) 5 (15.2%)
meets you frequently
1 (15.4%) 2 (20.6%) 3 (36.0%) 4 (25.0%)
entrusts you with important tasks
1 (5.9%) 2 (14.7%) 3 (21.3%) 4 (38.2%) 5(19.1%)
smiles frequently
1 (15.3%) 2 (24.1%) 3 (38.7%) 4 (18.2%) 5 (3.6%)
4 (38.0%) 5 (55.5%)
5 (49.6%)
5 (2.9%)
Trust in the Workplace 14 / 19
Q4.
In order to trust your direct subordinates, how important to you is it that he or she:
of very little or
no importance
of moderate
importance
of utmost
importance
carefully listens when you
have problems or concerns
1 (0.7%) 2 (2.9%) 3 (10.1%) 4 (43.2%) 5 (42.4%)
helps you to improve your performance
1 (2.2%) 2 (6.5%) 3 (27.3%) 4 (41.0%) 5 (22.3%)
is willing to help you when you need help
1 (0.7%) 2 (1.4%) 3 (11.5%) 4 (43.9%) 5 (42.4%)
seems to care about your welfare
1 (3.6%) 2 (10.1%) 3 (30.4%) 4 (38.4%) 5(17.4%)
does not knowingly do anything
to hurt you
1 (1.5%) 2 (2.2%) 3 (11.7%) 4 (40.1%) 5 (43.8%)
treats you fairly
1 (0.7%) 2 (1.5%) 3 (16.8%) 4 (43.1%) 5 (38.0%)
appears to have similar goals and values
1 (4.3%) 2 (10.1%) 3 ( 34.8%) 4 (39.9%) 5 (10.9%)
protects your interest next to his/hers
1 (2.9%) 2 (8.7%) 3 (26.8%) 4 (39.1%) 5 (21.0%)
shows willingness to cooperate
1 (0.0%) 2 (1.5%) 3 (13.1%) 4 (49.6%) 5 (35.8%)
accepts and values advice of others
1 (0.7%) 2 (2.9%) 3 (21.7%) 4 (49.3%) 5 (25.4%)
keeps an eye on your performance
1 (12.3%) 2 (15.2%) 3 (45.7%) 4 (23.2%) 5 (2.9%)
shows competence in his/her job
1 (0.7%) 2 (1.4%) 3 (9.4%)
solves problems adequately
1 (0.0%) 2 (2.2%) 3 (14.4%) 4 (54.7%) 5 (28.8%)
4 (45.3%) 5 (43.2%)
Q5.
How important is the following to you? Please circle one answer in each line:
of very little or
no importance
of moderate
importance
of utmost
importance
thrift (careful management of money)
1 (2.9%) 2 (1.4%) 3 (21.6%) 4 (46.8%) 5 (27.3%)
respect of tradition
1 (4.3%) 2 (14.4%) 3 (41.0%) 4 (28.1%) 5 (12.2%)
Trust in the Workplace 15 / 19
Q6.
Please think of an ideal job – disregarding your present job. In an ideal job, how important is each of
the following? Please circle one answer in each line:
of very little or
no importance
of moderate
importance
of utmost
importance
have sufficient time left for your
personal or family life
1 (0.0%) 2 (0.0%) 3 (4.2%) 4 (23.2%) 5 (72.5%)
have good physical working conditions
(good ventilation and lightning,
adequate work space, etc.)
1 (0.0%) 2 (0.7%) 3 (8.5%) 4 (50.4%) 5 (40.4%)
have a good working relationship with
your direct superior
1 (0.0%) 2 (0.0%) 3 (5.0%) 4 (34.0%) 5 (61.0%)
have security of employment
1 (0.0%) 2 (3.6%) 3 (18.6%) 4 (34.3%) 5 (43.6%)
be consulted by your direct superior
in his/her decisions
1 (0.0%) 2 (4.2%) 3 (25.4%) 4 (45.1%) 5 (25.4%)
have an element of variety and
adventure in the job
1 (0.7%) 2 (2.1%) 3 (14.1%) 4 (40.1%) 5 (45.8%)
Q7.
Please think of your most trusted subordinate. Was there a critical event that occurred that has
shaped your decision to trust the employee? Or did this trust evolve over time? Please explain in the
following box:
Trust in the Workplace 16 / 19
Q8.
Here are seven pairs of words. Please describe how employees in your organization feel in general at
the present time. What is the atmosphere or climate like in your workplace? Please put a check
mark on one of the five spaces for each pair.
Example:
Cold
____
_____ _____ _____ _____ Hot
If you think that the atmosphere at work is cold, you would place a checkmark close to the word
“cold”. If you think it is hot, you would place a checkmark close to the word “hot”. If you think that
employees are feeling neither hot nor cold, you would place your checkmark in the middle space.
Indifferent
4.3%
17.9%
33.6%
35.0%
9.3%
Enthusiastic
Unproductive
0.7%
6.4%
20.7%
51.4%
20.7%
Productive
Discouraged
7.2%
19.4%
29.5%
33.1%
10.8%
Encouraged
Pessimistic
4.3%
19.3%
36.4%
31.4%
8.6%
Optimistic
Frustrated
6.5%
25.9%
23.7%
31.7%
12.2%
Motivated
Dejected
2.9%
7.2%
26.6%
51.8%
11.5%
Cheerful
Hostile
2.2%
12.3%
18.8%
44.2%
22.5%
Supportive
Q9.
How often do you feel nervous or tense at work? Please check one of the following:
(almost) never (16.9%)
sometimes (52.1%)
regularly (16.2%)
often (9.9%)
(almost) always (4.9%)
Q10.
How frequently, in your experience, are subordinates afraid to express disagreement with their
superiors? Please check one of the following:
(almost) never (14.8%)
sometimes (49.3%)
regularly (20.4%)
often (12.7%)
(almost) always (2.8%)
Trust in the Workplace 17 / 19
Q11.
How much do you agree or disagree with each of the following statements? Please circle one answer
in each line:
strongly
disagree
neither agree
nor disagree
strongly
agree
one can be a good manager without
having precise answers to most
questions that subordinates may raise
about their work
1 (7.7%) 2 (21.8%) 3 (12.0%) 4 (38.7%) 5 (19.7%)
an organization structure in which
certain subordinates have two bosses
should be avoided at all cost
1 (5.7%) 2 (19.3%) 3 (25.0%) 4 (22.9%) 5 (25.0%)
competition between employees usually
does more harm than good
1 (8.5%) 2 (30.5%) 3 (28.4%) 4 (23.4%) 5 (8.5%)
a company´s or organization´s rules
should not be broken – not even when
the employee thinks it is in the
company´s best interest
1 (9.3%) 2 (25.0%) 3 (26.4%) 4 (22.9%) 5 (15.0%)
I tend to trust my subordinates
1 (0.7%) 2 (2.1%)
3 (11.4%) 4 (56.4%) 5 (29.3%)
my subordinates will keep their
word to me
1 (0.7%) 2 (2.1%)
3 (17.7%) 4 (62.4%) 5 (17.0%)
my subordinates are sincere in
informing me about matters that
concern me
1 (0.7%) 2 (2.1%)
3(20.6%) 4 (60.3%) 5 (16.3%)
I can count on my subordinates if
I need help
1 (0.0%) 2 (0.0%)
3 (9.2%)
I can count on my subordinates
to take my interests into account
1 (0.0%) 2 (4.3%)
3 (30.0%) 4 (49.3%) 5 (15.7%)
4 (56.0%) 5 (34.0%)
Q12.
Please circle one answer in each line. Generally speaking:
strongly
disagree
neither agree
nor disagree
strongly
agree
I believe that most people can be trusted
1 (2.8%) 2 (7.0%) 3 (19.7%) 4 (58.5%) 5 (11.3%)
I believe that most people can be counted
on to do what they say they will do
1 (0.7%) 2 (7.7%) 3 (23.2%) 4 (62.7%) 5 (5.6%)
Trust in the Workplace 18 / 19
I never trust people that I meet for the
first time
1 (18.3%) 2 (34.5%) 3 (31.0%) 4 (10.6%) 5 (4.9%)
I believe that most mechanics will not
overcharge people for a car repair,
even if they could get away with it
1 (12.1%) 2 (27.0%)
3 (34.0%) 4 (21.3%) 5 (3.5%)
I trust people who trust me
1 (2.8%)
3 (24.8%)
2 (6.4%)
4 (41.8%) 5 (24.1%)
Please note down some reasons for the answers you gave to the ‘generally speaking’ questions:
Q13.
Please note how you are currently reacting to the downturn in the business environment. Please circle
one answer in each line:
(almost) never
regularly
(almost) always
I think about the challenges I find
in this situation
1 (1.4%) 2 (18.7%) 3 (30.2%) 4 (28.8%) 5 (20.9%)
I try to see this situation as an
opportunity to learn and develop
new skills
1 (1.4%) 2 (10.7%) 3 (20.0%) 4 (42.9%) 5 (25.0%)
I try not to get concerned about it
1 (7.9%) 2 (21.6%) 3 (33.1%) 4 (31.7%)
5 (5.8%)
I remind myself that other people have
been in similar situations and that I can
probably do as well as they did
1 (2.9%) 2 (9.4%)
3 (20.9%) 4 (44.6%)
5 (20.1%)
I tell myself that I can probably work
things out to my advantage
1 (0.7%) 2 (10.9%) 3 (20.3%) 4 (44.9%)
5 (21.0%)
I think of ways to use this situation to show
what I can do
1 (0.7%) 2 (7.2%) 3 (21.6%) 4 (46.0%)
5 (21.6%)
Trust in the Workplace 19 / 19
Q14.
Please note the following personal information: Total Participants 142
a) I am: male (68/47.9%)
female (74/52.1%)
b) My age is: Mean: 41.56 with a minimum 23 and a maximum 67
c) Where were you born? Canada (113/80.1%) UK (6/4.3%) Other (22/15.6%)
d) In which country has most of your education taken place? Canada (96.4%) UK(1.4%) Other (2.2%)
Q15.
Please note the following workplace information:
a) My subordinates are: unionized (18%)
b) I am:
unionized (7.8%)
non-unionized (82%)
non-unionized (92.2%)
c) Has your workplace experienced labour action (ex. strike) in the past year? Yes (9.3%) No (90.7%)
d) How many people do you supervise? Mean 23.14 with a minimum 0 and a maximum 650
e) Has your organization laid off or severed employees this year?
Yes (39.6%) No (60.4%)
f) What industry do you work in? Please check one of the following:
Retail (2.8%)
Manufacturing (10.6%)
Restaurant (2.8%)
Health Services (14.2%)
Professional Services (19.9%)
Government (6.4%), Education (6.4%), Other (36.9%)
e) How many people do you supervise indirectly through others?
Mean: 54.16, minimum: 0, maximum: 3000
Thank you for your participation!
Please contact Dr. F. Schlosser by email at [email protected] with any questions, comments or
suggestions – your feedback would be appreciated!