Date of Degree
PhD (Doctor of Philosophy)
Educational Policy and Leadership Studies
Trust in the workplace has been linked to higher levels of organizational performance and competitiveness. The imperative of variants of trust among a spectrum of institutional types, including colleges and universities, has been deemed to be considered essential for organizational effectiveness, stability and continuity. One variant, organizational trust, may be a particularly important factor during periods of exigency where exogenous forces may function to punctuate organizational equilibrium. This study focuses on organizational trust and associated variables (empowerment, resistance to change, support for innovation, interpersonal conflict, and demographics) as perceived by faculty in the work environment of Historically Black Colleges and Universities (HBCUs). HBCUs and their faculties have received minor attention in terms of research related to the focal variables in this study.
The study depended on an existing database that included perceived responses of faculty at HBCUs to structured items included in survey measures. Selected variables included in the study model were considered. Some 3,070 faculty members working in 73 HBCUs throughout the United States provided the data included in this study. Secondary analyses revealed that higher levels of empowerment, higher levels of support for innovation, and lower levels of interpersonal conflict were associated with higher levels of organizational trust. The relationship between perceptions of empowerment and organizational trust, moreover, was influenced significantly by levels of resistance to change and support for innovation. Implementable strategies associated with study findings were commended for initiatives designed to strengthen organizational trust in the HBCU context.
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Copyright 2010 James Hollander Vineburgh, Jr.