PSYCHOLOGICAL STUDIES OF THE PHENOMENON OF TRUST AND CORPORATE CULTURE
Evgen Prokopovych
Taras Shevchenko National University of Kyiv
https://orcid.org/0000-0002-8601-5419
Alla Idobaeva
Kyiv Institute of Modern Psychology and Psychotherapy
http://orcid.org/0000-0003-0914-2710
PDF 84-93 (Українська)

Keywords

trust phenomenon
corporate culture
psychological research on trust in organizations
psychological issues
psychological aspects of organizational effectiveness
trust as a factor of success
optimization of activities
psychological means of activity optimization

How to Cite

Prokopovych, E., & Idobaeva, A. (2020). PSYCHOLOGICAL STUDIES OF THE PHENOMENON OF TRUST AND CORPORATE CULTURE. PSYCHOLOGICAL JOURNAL, 6(2), 84-93. https://doi.org/10.31108/1.2020.6.2.8

Abstract

The article presents the results of theoretical and empirical studies on the phenomenon of trust and corporate culture. Based on the theoretical analysis, we concluded that trust, psychological atmosphere and organizational culture are not only significant factors of an enterprise’s economic efficiency, but also the main indicators of its psychological climate. The psychological efficiency of an organization is understood as its staff’s ability and willingness to perform their assigned tasks, including the willingness to make necessary or inevitable changes to the external and internal environment of the organization. Corporate culture and trust are integrative indicators of an organization’s psychological efficiency, since, besides of psychological relationships, they also include the regulatory system of decision-making and organizational behavior. The question of relations between the type of organizational culture and the personal values of its employees remains quite acute and open now. Without its solution, it is difficult to understand and predict formed culture of an organization. Any enterprise carries out its activity in accordance with the values important to its employees. The acceptance of organizational values by its members and commitment to these values by its staff are factors that make the organizational culture strong. It is difficult to create and maintain the necessary level of organizational culture and its corresponding unique content because the individual personal values of both newcomers and seasoned employees can differ significantly from the organizational values. Newcomers, in addition to new ideas, or approaches to problem solving, bring their own views, beliefs, values, attitudes, which can significantly shake the already formed organizational cultural values. Therefore, in order to maintain and strengthen the existing value system, it is necessary to influence employees by forming values that are as close as possible to the organizational ones. Thus, the study of the relations between employees’ values and organizational culture is quite relevant today.

 

PDF 84-93 (Українська)

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