The Spanish companies best valued by their staff encourage altruism and organizational trust



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## The Spanish companies best valued by their staff encourage altruism and organizational trust These behaviours promote profitability and innovation and reduce relationship conflicts

08/01/2014 |
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* [![Group IDEA UJI altruisme idea-web](/com/noticies/2013/12/2q/altruisme/idea-web.jpg)](#)

The Spanish companies best valued by their staff are promoting new labour dynamics that encourage behaviours such as organizational trust or altruism, away from the authoritarian methods based on obedience and control, according to the study conducted by the IDEA research team (Organizational Learning and Information Systems). The team is led by Ricardo Chiva and it also includes Jacob Guinot, Fermín Mallen, Rafael Lapiedra and Alma Rodríguez, from the Department of Business Administration and Marketing at the Universitat Jaume I in Castelló.

Altruism and organizational trust positively influence the organizational performance of businesses, the generation of radical innovations and the economic performance, as the researchers have noted. The team has found that these behaviours are extending among some of the companies best valued by their staff. These companies are characterized by little hierarchical and mechanistic organizational structures, where autonomy and horizontal communication is promoted.

Researchers have observed that organizational trust, which includes different dimensions such as trust in other people and in the organization itself, generates good business results and causes the development of innovations that represent a break with the established (hence the term *radical*). This is due to the fact that organizational trust encourages an organizational context that promotes organizations’ learning capacity, where experimentation, risk taking, interaction with the external environment, dialogue and participative decision making are encouraged.

The study subsequently related organizational trust with altruism, defined as the tendency of people to care about the welfare of others as an end in itself. The findings confirm a strong positive relationship between the two concepts, since an altruistic behaviour and attitude leads to an increased organizational confidence and this, in turn, may reinforce altruistic behaviour. In addition, both behaviours facilitate the existence of organizational learning contexts that influence outcomes and innovation capacity.

Nevertheless, altruism seems to affect not only organizational trust: it also minimizes relational conflicts between people belonging to the organization and maximizes the context that facilitates organizational learning. There is also a variant called *altruistic leadership* that shows the existence of a positive relationship between good business results and this type of leadership, understood as one that cares and acts to benefit their staff.

In the project “Recursos humanos, aprendizaje e innovación: un estudio de las mejores empresas para trabajar en Europa”, funded by Bancaja and the Universitat Jaume I, the researchers analyzed the responses given by the people responsible for the areas of human resources of 251 Spanish companies of different sizes and industrial sectors. The companies had been chosen because they were firms highly valued by their staff that were displayed in rankings or listed by *CRF Top Employers*, *Great Place to Work Institute*, *Actualidad Económica* or *mercoPersonas*.

The study has helped to publish different articles, such as “Estructura organizativa orgánica: un paso más para fomentar la capacidad de aprendizaje organizativo” in *CEF Trabajo y Seguridad Social*, which was awarded second prize in the CEF 2012 Awards; “Confianza, capacidad de aprendizaje y desempeño organizativo” in the same magazine, or the paper entitled “Organizational trust and performance: is organizational learning capability a missing link?” that is going to be published soon in the *Journal of Management and Organization*.

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