Building Trust between Employees in Qatar Petroleum Company - Dissertation Example

The paper "Building Trust between Employees in Qatar Petroleum Company" is an excellent example of a dissertation on human resources. This paper seeks to understand the extent of building trust in the organizational culture of Qatar Petroleum Company. Promoters and barriers of interpersonal trust at the organization are also extensively explored. The relationship of the various antecedents towards the development of interpersonal trust will be assessed. The work is limited to companies that are 100 percent owned by Qatar Petroleum Company.

A sample of 101 respondents was collected through a survey using a structured questionnaire based on the Mayer et al (1995) model of trust in an organization. Due to the diversity at Qatar Petroleum, a random sampling technique was performed so as to have a representative sample of the employees with exemptions of managerial staff. Data was recorded in spreadsheets and reliability, Anova, and multiple regression analysis were performed in SPSS (V23).

The study corroborated various studies on the antecedents of trust, such as propensity to trust, that are attributed as important blocks for the trust construct. Propensity to trust was driven by the benevolence and integrity of the employees. Competence which is based on the skills and professionalism of the employee was the major factor that employees assessed when seeking trust from their colleagues; suspicion was negatively involved in the development of trust in the organization. Qatar petroleum promoted trust-building in its workforce through the efforts were curtailed by poor information and knowledge sharing in the organization. This hindered teamwork formation and the overall performance of the company according to the employees surveyed. Essentially, a majority of the employees developed swift trust based on the competence of the employees as they were new in the company. Job satisfaction was an immediate outcome of positive involvement in building trust in the company and was positively related to organizational performance.

This study recommends an extensive study that will incorporate both the top executives and managerial team, as well the employees, in relating vertical and horizontal interpersonal trust in the organization. In addition, referent models specific to interpersonal trust in a peer-to-peer relationship in the organization need to be developed.