Fear Destroys the Ability to Trust: Impact on Employee Engagement during Structural Change in Telecommunication Sector of Pakistan

• Main Authors: Farzana Akmal Memon, Sobia Shafaq Shah, ImamUddin Khoso
• Format: Article
• Language: English
• Published: CSRC Publishing 2020-09-01
• Series: Journal of Business and Social Review in Emerging Economies
• Subjects: Trust in leadership, Fear of Change, Employee’s Engagement with change, Structural Change
• Online Access: https://publishing.globalcsrc.org/ojs/index.php/jbsee/article/view/1387

Due to economic downturns and structural pressures, the telecommunication sector have frequently had to go through structural change to remain competitive. This could distract telecommunication sector away from focusing on trusting relationships leading towards failure in managing change. Present research fill this gap and aims to examine the effect of trust in leadership on employee’s engagement during structural change. To provide additional insight, the present study used fear of change as a moderator between relationship of trust in leadership and employee engagement. Drawn from cross-sectional research design, a web-based survey was used to collect data from employees of telecommunication sector across all provinces of Pakistan that experienced structural change within their organization. A total of 447 responses were received. The study findings indicate that employee level of trust in leadership in change helped them to foster their engagement in change process. Additionally it was also supported that decrease in employee’s fear of change enhances the effect of trust in leadership on employee’s engagement during change.