For example, in some organizations there is lots of trust  at the base of the organization, but this trust does not necessarily rise      up.

The paper discusses how to develop a model for measuring organizational trust and its application on four different case studies

Methodology: Organizational trust was measured using an adapted version of Tuckman’s Trust Scale. In order to measure trust among employees within an organization the scale has been applied as follows: firstly, all participants were asked to evaluate their level of trust towards each other; secondly, they had to answer questions about what would make them more or less likely to engage with others. This resulted in six subscales that we used to analyze our data set. Furthermore, interviews were conducted with managers from these companies to get information regarding what makes people trust one another. Finally, we examined if any differences between high-trust and low-trust groups could be found through analyzing employee surveys.

Results: Our analysis showed that trust can vary greatly between organizations, even though many are very similar in terms of size and cultural background. We also identified eight factors influencing trust at work: 1) communication 2) fairness 3) loyalty 4) sincerity 5) reliability 6) respect 7) commitment 8) empowerment

Discussion: Based on our findings it seems clear that trust plays a major role in building relationships across boundaries and levels of hierarchy which ultimately helps build stronger teams and higher productivity rates. Thus, when planning teambuilding activities and training programs, trust should always be taken into consideration.

Conclusion: It has become apparent that trust varies widely between individuals and organisations.

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