Title: Trust and cynicism at work: impacts on employee engagement and psychological well-being in the Nigeria banking sector.
Author: Vivian Ikechukwu-Ifudui1
Jan Myers2
1 University of Gloucestershire, UK
2 Northumbria University, UK
Doctorial Submission
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This is a working paper. Please do not quote without lead author’s permission.
Purpose: To explore individuals’ perceptions, on the consolidation and to consider the effects on employee wellbeing, employee-manager relationships, experiences and reactions of the employees to the consolidation. It focuses on a number of concepts such as trust and cynicism at work and associated social exchange theory to explore employee engagement and psychological well-being.
Design/methodology/approach: An exploratory study incorporating a qualitative approach to research design and data collection. Semi-structured interviews with employees from two Nigerian banks have been undertaken and transcriptions of interviews coded and thematically analysed.
Findings: initial results show that there is lack of commitment and engagement in the banks, which has led to cynicism and lack of trust in management. Employees perceptions about the level to which the organisations cares about their well-being and the ways in which managers/the organisation maintains transparency in its processes and relations with employees promotes or limits employees engagement, which may impact on the banks’ overall aims and objectives.
Research limitations/implications: This is an initial investigation into a context-specific imposed change. Interviews are with a small number of employees and while providing rich data, they cannot be seen to be representative of survivor experience. However, the findings are consistent with related research and literature linked to psychological contract, engagement and raise new issues regarding the positive aspects of cynicism in relation to levels of engagement and dis-engagement in organisations.
Practical implications: Cynicism can be seen as both having positive and negative effects on affective behaviour and cognitive engagement. It can be seen as a warning sign for HR practitioners/managers to try, if possible, to re-build engagement; ‘to contain and prevent cynicism where possible before it develops into something beyond repair’.
Social implications: The bank consolidation process has been a significant social, political, and economic change in Nigerian banking sector, which has further implications for employment and career development in the sector.
Originality/value: The paper provides valuable insights and contribution to literature in the Nigerian context, aspects of impacts on engagement on employees’ wellbeing after the consolidation and an understanding of how trust and cynicism affects employees in this context.
Keywords: employee engagement, consolidation, cynicism, trust, reciprocal exchange
Introduction
The concept of employee engagement has been receiving increasing attention as an indicator for the levels and outcomes of individual, team and organisational performance (Rana, 2015). A recent global survey suggests that after leadership, retention and engagement rank number two in a range of key human capital challenges (Schwartz, Bersin Pelster, 2014; Wollard & Shuck, 2011). Even so, the practical processes of securing and leveraging employee engagement in the workplace remain problematic. While diverse factors contribute to employee engagement, some of which may be culturally or contextually determined and influenced, workplace environment and relationships with managers and colleagues are key factors linking to issues of trust, and psychological well-being and engagement (Kahn, 1990). While a failure in trust may lead to increased cynicism associated with the ‘apparent disengagement’ of an individual from an organisation, Kosmala & Richards (2009, p.2) also suggest that there may be potentially positive outcomes to be derived from cynicism for both employees and employing organisations. In part, this may be seen as a coping or sense-making strategy in times of change (Naus, van Iterson & Roe, 2007); or at a more individual level a way of distancing self from organisation and thus enabling the individual to ‘decide if and when they are willing to engage’ (Shuck Wollard, 2010, p.103). This paper considers the impact of consolidation of Nigeria’s banking sector and places emphasis on cognitive aspects of engagement and dis-engagement (Shuck & Wollard, 2010). In particular, informed by social exchange theory (Blau, 1964) in relation to concepts of psychological contracts, it focuses on the rise in employee cynicism and mistrust (Pate, Martin & McGoldrick, 2000) in times of ‘financial distress’ (Samuel, Osinowo & Chipunza, 2009). The paper is structured as follows:
Engagement and cynicism
While not without conceptual problems, social exchange theory (SET) is regarded as an important framework for exploring the interdependence between expectations and reciprocal obligations linked to psychological contracts (Rousseau, 2001) and understanding the employee–organisation relationship (Cropanzano Mitchell, 2005). It is argued, for example that ‘where there is perceived support from supervisors and employee trust in managers, then employees will reciprocate and respond with positive work attitudes through increased motivation and commitment that can lead to enhanced performance’ (Baptiste, 2007,p. 287). When employees don’t see this they react through a change in their attitude, for example they become disengaged and this is where cynicism comes in. This focus on achieving individual and organisational outcomes through attention and absorption in job and role performance suggests a level of positive engagement on behalf of an employee (Saks, 2006).
Furthermore, Saks (2006, p. 603) suggests that these physical, emotional and cognitive aspects of behaviour may be ‘contingent on the economic and socio-emotional resources received from the organisation’ whereby individuals ‘use varying degrees of their selves, physically, cognitively, and emotionally in work role performances’ (Kahn, 1990, p. 692). The strength of engagement evidenced by vigour, dedication and absorption (see Bakker Demerouti, 2008, p. 209-210) can also be seen to be related to, in the case of managers and professional employed in a Turkish bank, ‘work life experiences, particularly control, rewards and recognition and value fit’ (Koyunca, Burke Fiksenbaum 2006 cited by Bakker Demerouti, 2008, p. 212). While the main focus of the current study is survivors’ psychological contracts, emergent themes linked to present work culture described by participants emphasised a lack of engagement in two Nigerian banks linked to low levels of trust, commitment, and dedication continuing after the consolidation process. Disengaged employees are usually uninterested in the job or organisation. As a result, their effectiveness drops while their lack of enthusiasm increases, and their unfortunate attitude begins to circulate throughout the organisation. Furthermore, those dis-engaged employees continue to perform at work not because they enjoy their work but because they have to ‘get on with it’. Associated questions include: what are the perceived effects on employee engagement following consolidation and downsizing in Nigerian banks; what are the implications of psychological breach on employee trust and engagement; and what role might individual cynicism play in these contexts? For the purpose of this paper, our understanding of cynicism is as outlined by Dean, Brandes Dharwadkar (1998) as cited by Naus, van Iterson Roe (2007, p. 698; emphases in original article): ‘a negative attitude toward one’s employing organisation, comprising three dimensions: (1) a belief that the organization lacks integrity; (2) negative affect toward the organization; and (3) tendencies to disparaging and critical behavior toward the organisation that are consistent with these beliefs and affect’
While experiencing engagement at work is seen to be beneficial in terms of individual well-being (Alfes, Truss, Soane, Rees Gtenby, 2010), it is suggested that there is a growing disengagement in contemporary workforces (Saks, 2006). What is of interest here is the element of choice exhibited by individuals in relation to varying levels of engagement. In particular, in an industry that has been on the receiving end of public distrust and radical organisational change, how do individuals continue to engage with their jobs and continue to perform? In situations where perceived breaches of psychological contract where behaviour becomes more calculated and instrumental (Pate, Marin McGoldrick, 2003), might cynicism be less a negative reaction to change and, as suggested by Saks (2006) and Naus et al. (2007) more a positive reaction to counter role conflict and cognitive dissonance? In this instance, as Naus et al. (2007, p. 684) suggest, we might see ‘from a social change perspective… [a] scaling down’ of individual engagement and contribution with scepticism about the degree of reciprocation expected/assumed. Thus, for an employee surviving significant change such as re-structuring, merger, and downsizing of their organisation connected to a reduction in positive public image of their profession, individual or even more systemic organisation-wide cynicism may be seen as a way of distancing self from organisation, a ‘self-defensive attitude’ that helps to promote ‘dignity at work’ (Naus et al, 2007, p.685).
Consolidation and reform
The financial system in Nigeria consists of ‘financial intermediaries, financial market, financial institutions, rules, conventions and norms that facilitates and regulate the flow of funds through the macro-economy’ and is controlled by the government through the Central Bank of Nigeria (CBN) (Maiwada, 2013, p. 6). CBN regulates the activities of financial intermediaries and ensure compliance to the government’s monetary and fiscal policies (Maiwada, 2013). The Nigerian banking sector has undergone significant change and re-shaping due to a Government initiated consolidation process (2005-2006). Oluba (2008) believes that one of the main reasons for the consolidation is that Nigerian banks had not been carrying out the traditional day-to-day responsibilities expected in the banks, (cited in Omoruyi, Chipunza, and Samuel, 2011). The consolidation was also necessary due to lack of corporate governance and malpractice in the banking industry, amongst other reasons. The consolidation aimed to increase loyalty, encourage diversification and strength in the banking industries (Omoruyi, et al. 2011). The reforms took the form of merger and acquisition and involved cost cutting, downsizing, and redundancy to enable the remaining banks to stay afloat.
According to Sanusi (2010, cited by Maiwada, 2013, p. 2) Nigeria did not feel the initial impact of the global financial crises because ‘the banking system was less integrated with the global financial market and the sound macroeconomic policies adopted by the country helped to cushion the effect of the crises, in addition, the banking system operated with simple financial products, but had strong capitalization as a result of the recapitalization exercise of 2005’. Nevertheless, as the decline in advanced countries worsened, Nigeria became affected. By 2008, a number of Nigerian banks were provided with financial support by the CBN (Maiwada, 2013). This prompted a second wave of reforms, which reached their peak in 2009. At the end of the exercise, only 25 banks out of the 89 functional banks in Nigeria survived the consolidation (Oluba, 2008 cited in Omoruyi, et al., 2011).
Arguably, as Cartwright and Holmes (2006, p.199) suggest, ‘such forms of restructuring invariably have a negative impact on employees in terms of job losses, job uncertainty, ambiguity and heightened anxiety, which is not necessarily offset by any organisational benefits such as increased productivity and financial profits’. As a counter, CBN proposed ‘four pillars’ for enhancing the reputation and recovery of Nigeria’s financial systems, which includes: ‘enhancing the quality of banks, establishing financial stability, enabling healthy financial sector evolution, and ensuring the financial sector contributes to the real economy’ (Sanusi, 2010, p.19). Despite this, Gallup’s ‘State of the Global Workplace’ survey concludes that 88 per cent of employees in Nigeria are considered not engaged or are actively disengaged at work (Gallup, 2013, p.112). Furthermore, although the banking industry has continued to grow over the years since, there are continued anxieties and concerns for employees in the remaining banks (Okafor, 2013). According to the former President-General of Nigerian Trade Union Congress (TUC) the consolidation was unwarranted and causing unnecessary misery and called on ‘employers of labour in the consolidated banks to exercise caution and stop the retrenchment fever in the banks’ (Okhomina, 2006, p.7 cited in Okafor 2013, p.131). With increasing pressure for further consolidation, it is pertinent to consider past events and the impact on the well-being of individuals who experienced such transformation (Olaniyi, Oseme & Omotehinse, 2013).
Focus of study and research methods
Like a number of banks facing reform, there were a number of risks factors to be taken into consideration. Okafor (2013) suggests a considerable number of the risks involved in achieving the goals of bank reform some of which directly impact on human resource management and development of the sector. Issues such as ‘down playing of workers welfare in merger and acquisition, dealing with employee resistance to change under the new reality, loss of job commitment, increasing use of non-standard workers, redundancy, and high employee turnover with concomitant loss of key talents, treating human capital as cost, pay imbalance and post-merger misfits’, create significant challenges in understanding how ‘surviving workers could be managed to achieve the objectives of the reforms’ (Okafor, 2013, p. 127).
The Nigerian banks, which form part of the focus of this study, are two among the 25 banks that survived the consolidation exercise. Both are ranked in the top ten banks in Nigeria and did not require bail out from the CBN. This qualitative, exploratory study, undertaken as part of doctoral studies, includes semi-structured interviews with fifteen employees from each of two banks (Bank A and Bank B) (total of 30). The sample includes respondents who survived the consolidation exercise and initial interviews were undertaken in 2014. Interviews are being coded and thematically analysed around questions in relation to the circumstances that led to the need for change, how engaged the employees feel themselves to be in relation to their day-to-day work and commitment to the organisation, and if and how they felt their welfare was considered. There was considerable difficulty in both accessing individuals and in engaging in open discussion about the changes. In many cases individuals were reluctant to have the interviews recorded even when full assurance was made regarding the anonymity of both individuals and banks concerned. These difficulties serve to illustrate the sensitivity of the situation, the personal nature of the subject under study, and the on-going impact on individuals some several years after the consolidation process.
Changing psychological conditions
Empirical research on the psychological processes, conditions and impacts involved in organisational change has begun to develop over the last ten years with a focus on employees’ experience in maintaining a daily work environment (van Dam, Oreg & Schyns, 2008). Both internal and external climate and context factors are significant in individual responses to both planned and emergent change. When there is a great change in an organisation, employees will react differently and individually. These employees probably feel insecure of their jobs, and this will negatively impact on the organisation’s goal and the employees work performance. Yet, some employees will see the consolidation as an opportunity for growth, they tend to work harder and become more involved in their jobs.