What if I don’t trust management, can I pretend?

Authors: Gbadamosi, G.

Editors: Kaynak, E. and Harcar, T.D.

Conference: International Management Development Research Yearbook, Vol. XIV, Proceedings of the Fourteenth World Business Congress, (IMDA)

Dates: 10-14 July 2005

Pages: 17-23

Publisher: IMDA


Given the background that charlatan behaviour (false performance) is a relatively new construct which has not been widely investigated yet vital in the management of human resources. The study sets out to investigate the relationship among charlatan behaviour, trust in management and organisational commitment testing 6 hypotheses. Using self-administered questionnaire for the survey, usable questionnaires were collected from 390 respondents from the public and private sector in Botswana. Results showed significant inverse correlations between charlatan behaviour and trust in management and a significant and direct relationship with continuance commitment. Findings also indicated the significant predictors of charlatan behaviour were continuance commitment and turnover intention of all the study variables. Managerial implications were discussed and suggestions for future studies made.


Source: Manual

Preferred by: Gbola Gbadamosi