Management Practices and the Uninvolved Manager: The Effect of Supervisory Attitudes on Perceptions of Organizational Trust and Change Orientation

Abstract

This paper examines supervisor attitudes towards management practices (work group relationships, relationships with their own supervisors, performance appraisal systems, and organizational commitment) and their relationship to the supervisor's own sense of managerial involvement (as measured through Organizational Trust and Change Orientation scales). Using regression analysis, a relationship between “organizational humanist” management practices (especially with respect to intergroup relationships and job challenge) and managerial involvement is confirmed.