I find similar conclusions about trust in organisations. Many employees i know working in reput MNCs have low trust on their management. The numr one reason for that is broken promises. Management boasts about their company and makes unwritten promises. Most of the times it happens through a conversation tween the employee and a senior manager. A near future company growth is discuss and it directly or indirectly creates a promise in the mind of the employee.
However a nefit to the employee
May not even spoken let alone written. But it is taken as an implication for growth of the employee like a promotion. When that does not materialise the employee looses trust. My thoughts. PROF. SUBRATA CHAKRABORTY RETIR PROFESSOR IIM LUCKNOW INDIA Trust in any work organization is an outcome of numerous human interactions that Turkey Number Data take place everyday tween and within various layers in an organizational hierarchy. Those interactions can not assess only by examining the spoken or written words sentences. There is something much more than that which may call vibrations . In any human intraction verbal or non verbal vibrations are produc and all memrs in an organization act as transmitters and receivers of these vibrations.
Thus at the end of the day
The quality of such vibrations that determines the level of trust in an organization. Measuring and or controlling the quality of these vibrations is never easy. Statistics has taught us the concepts of within and tween variation and has also told us that tween variation can measur meaningfully only when within variations are small. in the context of this Switzerland Phone Number discussion of ours. Management in various organizations often creates high within variations among groups they manage. One reason could that level of trust among managers themselves are low which eventually gets transmitt through various vibrations as the managers compete with each other to climb to the next higher level.
