Identifying Perceptions of Trust Within the Organization Test - the question form
Questions: 24 · 5 minutes
1.
A reliable employee who performs their duties well and produces good work results deserves trust.
On-time pay, financial incentives, and comfortable working conditions help increase trust within the organization.
Trust should be given to an employee who approaches assigned tasks responsibly and is organized and consistent in their actions.
2.
A colleague’s poor reputation does not affect my trust in them.
A manager’s lack of trust in employees does not affect the cohesion and coordination of their work.
Personal attitudes toward employees do not affect their trust in management.
3.
A trustworthy employee is someone who, through being well organized, helps people solve problems.
Indicators such as the company’s or organization’s demand and recognition in the market are reasons why I trust this company/organization.
Caring about employees’ well-being increases their trust in their manager.
4.
A lack of material incentives and delays in salary payment do not contribute to mistrust in the organization.
An employee who deserves attention does not always inspire trust.
An employee’s knowledge base and work experience are not criteria that lead others to trust them.
5.
Fair and objective treatment of employees helps build trust in leadership and in the organization as a whole.
I trust someone who has an excellent reputation.
Trust in employees promotes cohesion and effective teamwork.
6.
An employee who completes assigned tasks on time may not always deserve the trust of those around them.
A manager's indifference toward employees does not affect employees' trust in the leadership.
At times, an employee who, due to disorganization, is unable to help others may still inspire the trust of those around them.
7.
Opportunities for career advancement and investment in employee development increase trust in the organization.
You can trust only an employee who has the necessary knowledge, extensive work experience, and is a true professional.
An employee who is worthy of attention always inspires trust.
8.
Lack of trust in the team does not affect the team’s psychological climate.
Other people’s trust does not depend on whether an employee can organize work well and efficiently.
A manager’s indifference toward employees, which may reduce their desire to work, does not affect employees’ trust in management.
9.
A manager’s concern for employees contributes to their job satisfaction and influences their trust in leadership.
A trustworthy employee is someone whose consistency helps others work effectively.
An employee’s prompt decision-making helps build trust in that employee.
10.
A conscientious employee who carries out their duties does not always inspire others' trust.
Trust in an employee does not depend on whether they can help and support a colleague at a difficult time.
An employee's unfairness and dishonesty do not always undermine others' trust in them.
11.
A person deserves trust if they organize work effectively and carry out their duties well.
A manager’s concern for employees increases their motivation to work and strengthens employees’ trust in management.
Trust within the team creates a positive psychological climate.
12.
It is not always possible to trust someone who clearly understands their own goals and motives.
An organization can be trusted even if it is not well known and is not in high demand in the market.
A person can earn trust even if they are indifferent to other people’s problems.
13.
A person who understands their own goals and motives is more trustworthy.
I can trust an employee in the organization who is fair and honest.
I can trust only an employee who performs their tasks well and productively.
14.
An employee’s self-improvement and diligent work on themselves do not increase others’ trust in them.
You can trust someone who pursues their goals without considering others' interests.
I can trust someone I do not respect.
15.
An employee who completes their work on time, by the stated deadline, deserves trust.
A leader who manages their emotions and keeps their state under control deserves the trust of others.
A responsive person can always earn the trust of others.
16.
At times, an employee who is inconsistent in their actions and approaches tasks irresponsibly may still inspire self-confidence.
Sometimes a passive person who shows little desire to work may still be trusted by others.
A lack of career advancement and investment in employee development does not help reduce trust in the organization.
17.
I can trust only someone who has my respect.
A person who pursues their goals while considering others’ interests always earns others’ trust.
An employee who works on self-improvement and personal development deserves trust.
18.
A manager’s indifference toward employees does not affect their work performance or overall trust in the organization.
An employee’s inaction in decision-making does not contribute to a loss of trust in them.
A self-disciplined person does not always inspire trust.
19.
I trust people who work hard, show initiative, and propose new ideas and solutions.
A person who puts the organization’s interests above their personal interests always deserves trust.
I trust a person who will help and support a colleague in a difficult situation.
20. Select the statement you agree with most and the statement you agree with least.
An employee's professionalism and ability to organize work are not criteria that lead others to trust them.
Sometimes a person who treats others unfairly can still earn others' trust.
A hostile attitude toward employees does not contribute to undermining their trust in management.
21.
Increased productivity depends on a manager’s concern for employees, which in turn leads to the development of trust in the organization.
An employee’s planning and focus on completing the task earn others’ trust in them.
Trust is earned by a professional whose self-organization is at the highest level.
22.
Poor-quality and unproductive job performance does not affect how much others trust an employee.
At times, you can trust a colleague who is capable of placing their own interests above the interests of the organization.
Indifference to employees’ well-being does not reduce trust in a manager.
23.
A friendly attitude toward employees helps foster their trust.
Professionalism in one’s work and in organizing one’s activities is key to building trust in that person.
Trust in a person depends on their fair treatment of others.
24.
An employee whose inconsistency at work interferes with other colleagues' effective performance may still be trusted.
A manager who cannot control their emotions may still be trusted by others.
An employee completing a task without a specific action plan does not reduce trust in them.