20.500.12556/RUL-147592 Vloga vodenja in praks ravnanja z ljudmi pri zaupanju zaposlenih v organizacijo magistrsko delo The role of leadership and human resource management practices in employee trust in the organization Zaupanje je že dolgo preučevan konstrukt, ki ga v psihologiji opredeljujemo kot stališče posameznika do različnih akterjev. Poznamo več različnih delitev. Ena od teh deli zaupanje na medosebno, ki je usmerjeno v znane ali nepoznane osebe, in institucionalno, ki je usmerjeno v socialne objekte. Kombinacija obeh vrst predstavlja zaupanje v organizacijo. Le-tega opredeljujejo pozitivna pričakovanja posameznikov o namerah in vedenjih pripadnikov organizacije. Tudi tovrstno zaupanje ima več oblik. V našem magistrskem delu smo se osredotočili na dve obliki, to sta osebna in neosebna oblika. Iz literature lahko razberemo, da zaupanje v organizacijo izvira iz neposrednih odnosov oziroma iz širšega organizacijskega sistema, torej bi lahko nanj vplivali preko odnosa vodij do zaposlenih in preko praks HRM. Ker iz raziskav ni najbolj jasno, kakšna je vloga neposrednega vodje oziroma praks HRM, smo želeli z magistrskim delom preveriti odnos med HRM praksami, neposrednimi vodji, izbranimi značilnostmi dela in obema oblikama zaupanja. V raziskavo smo vključili udeležence, ki so bili v času raziskave zaposleni. Izpolnili so demografska vprašanja, Lestvico organizacijskega zaupanja, lestvico Zaznane HRM prakse in lestvico Podpora neposrednega vodje, ki smo jih za potrebe magistrskega dela prevedli in priredili za lokalni prostor. Rezultati so pokazali, da so podpora neposrednega vodje in prakse HRM pomemben napovednik osebne in neosebne oblike zaupanja, kar je skladno s predhodnimi študijami. Od demografskih oziroma z delom povezanih značilnosti pa se je kot pomemben napovednik pokazala dejavnost organizacije. Zaposleni v storitveni dejavnosti naj bi izkazovali višjo stopnjo zaupanja v organizacijo kot zaposleni v proizvodni dejavnosti. Kot pomemben napovednik se je pri neosebni obliki zaupanja pokazal še sektor. Rezultati so skladni s preteklimi ugotovitvami, bi pa bilo v nadaljnjih študijah potrebno še bolje raziskati vpliv posameznih vedenj vodij in posameznih praks HRM pri zaupanju v organizacijo. Trust is a long-studied construct, which is in psychology defined as an individual's attitude toward various actors. There are several divisions of trust. One division divides trust into interpersonal trust, directed toward known or unknown persons, and institutional trust, directed toward social objects. The combination of these two types represents trust in the organization. It is defined by an individual's positive expectations of the intentions and behaviors of the members of the organization. This type of trust also has several forms and in our master's thesis, we have focused on the personal and the impersonal form. Based on the literature, we can suggest that trust in the organization originates from direct relationships or the wider organizational system, so it could be influenced by the attitudes of supervisors towards employees and through HRM practices. Since it is not clear from the research what the role of supervisors or HRM practices is, we aimed to discover the relationship between HRM practices, supervisor, selected job characteristics, and both forms of trust. In the research, we included participants, who were employed at the time of the research. They completed demographic questions, the Organizational trust scale, the Perceived HRM scale, and the Supervisor support at work scale, which we translated and adapted to the local context for the master's thesis. The results showed that the support of the supervisor and HRM practices are significant predictors of personal and impersonal form of trust, which is consistent with previous studies. Of the demographic and job characteristics, the organization's activity was found a significant predictor. Employees in service organizations should have higher trust scores than employees in manufacturing organizations. The sector was also found a significant predictor for the impersonal form of trust. The results are consistent with previous findings, but further studies should investigate the impact of individual supervisor behaviors and specific HRM practices on trust in the organization. zaupanje (socialno vedenje) upravljanje s človeškimi viri vodenje značilnosti dela organizacijsko vedenje trust (social behavior) human resource management leadership job characteristics organizational behavior true false false [J. Ferlan] Slovenski jezik Angleški jezik Magistrsko delo/naloga 2023-07-08 07:46:18 2023-07-08 07:46:26 2023-09-19 08:00:04 0000-00-00 00:00:00 2023 0 Ljubljana 0 Ljubljana 41 str. 0000-00-00 NiDoloceno NiDoloceno NiDoloceno 0000-00-00 0000-00-00 0000-00-00 159.9:331.1(043.2) 518160 164470019 28541.pdf 28541.pdf 1 0C0EB003EFC252EBEEB00B7ECD644DF1 83d480c0754b23f4a92b691cc418d463ad54eb5f14783a4d97f342565a75ecf6 59526b61-1d52-11ee-a314-00155dcfd717 https://repozitorij.uni-lj.si/Dokument.php?lang=slv&id=171245 Filozofska fakulteta 0 0 0