Be different
...tuation that involves each party trying to understand the other party’s expectations, needs, and goals. The authors wrote a lot about conditional and unconditional trust, the creation of these forms of trust, etc. Maybe it was the most difficult part of the article. Jones & George propose that their interactionistic model consists of three distinct forms of the trust experience: (1) distrust, (2) conditional trust, and (3) unconditional trust. This model differs from other models in two significant ways. First, they are different forms of the same construct, not different constructs. Second, their model conceptualises trust as “a changing or evolving experience, in which values, attitudes, and moods and emotions operate simultaneously to produce an overall state of trust or distrust”. The last part of the article tells us about the relationship between trust and interpersonal cooperation and teamwork. According to authors, “the presence of conditional trust allows a group to work toward a common goal, the existence of unconditional trust can fundamentally change the quality of the exchange relationship and convert a group into a team”. It sounds unclear and raises a question “Doesn’t a team work toward a common goal?” The article interesting, but the construct “trust” still seems rather obscure. The title of the second article that I read was “Being Different: Relational Demography and Organizational Attachment” (Tsui, A. S., Egan, T.D., & O´Reilly III). The authors used self-categorization theory to develop and test hypotheses about the effects of demographic diversity in organizations on an individual’s psychological and behavioural attachment to the organization. Self-categorization theory, according to the authors, proposes that “people may use social characteristics such as age, race, or organizational membership to define psychological groups and to promote a positive self-identity”. They hypothesized that (1) the greater the demographic difference between an individual and others in an organizational unit, the lower will be the individual’s attachment to the organization that reflect in more frequent absences, lower psychological commitment, and less intent to stay with the organization; (2) being different in age, sex, and race will be more likely to have an effect on an individual’s organizational attachment than being different on education and tenure; and (3) that the effect on organizational attachment of being different in gender will be greater for men than for women. The results have showed that (1) differences in sex, age, and race influence the psychological commitment and desire to stay in the organization: the larger the difference, the lower the individual’s psychological commitment and intent to stay with the organization and the higher the frequency of absence; (2) if an employee worked for many years in he company it might contribute to psychological commitment; (3) differences in education might influence the desire to stay; (4) job satisfaction is related to intent to stay, psychological commitment, but not to absence. Dyne, L., Graham, J. W., and Dienesch, R. M. in an article “Organizational Citizenship behavior: Construct Redefinition, Measurement, and Validation” had two major purposes: (1) to redefine organizational citizenship behavior and develop a nomological network for the construct based on political philosophy, and (2) to develop an instrument to measure the expanded conceptualization of organizational citizenship and test ...