Vol. 5 No. 1 (2015): Vol 5, Iss 1, Year 2015

A study on role efficacy and engendering trust on performance indicators

Saumendra Dasa
Assistant Professor, Department of MBA, Aditya Institute of Technology and Management, (AITAM), Tekkali532201, Srikakulam District, Andhra Pradesh (A.P.) India
Prasant Kumar Padhy
Professor & Chairman P.G Council, Berhampur University, Berhampur-760007, Odisha, India
Published June 30, 2015
  • 1.Managee 2.Role making 3.Role centering, 4.Role linking, 5.Engendering trust and 6.Role Efficacy.
How to Cite
Dasa, S., & Padhy, P. K. (2015). A study on role efficacy and engendering trust on performance indicators. Journal of Management and Science, 5(1), 1-6. https://doi.org/10.26524/jms.2015.1


Latent efficacy of a role in an organization will pull trust among all organizational managee which develop effectiveness on individuals. Several important aspects such as role making, role centering and role linking will determine role efficacy which help to make the higher efficiency, effectiveness and engender trust. Pitfalls in role expectations and end results in association with standard set determined by organization will also to be taken into consideration while evaluating the effectiveness of role, so are the modifications in HR policies every now and then influence either adroit or dexterous results connecting to the level of trust the role can engender. A study in an eminent educational institution on different roles assigned to the different designations stimulating their activity performances and factors influencing efficacious results, which today organizations are „up forward‟ the bench marking business environment.This empirical paper articulates how this role efficacy leads to engender trust among the management and there by transformed to the manage which can ensure the development and create the advantage among competitors.


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