Organizational Trust and Defensive Work Practices in Selected Cities in National Capital Region towards Governance Strategic Framework
DOI:
https://doi.org/10.5281/zenodo.21876619Keywords:
Organizational Trust, Defensive Workplace Behavior, Strategic GovernanceAbstract
Public organizations operate within complex institutional environments where formal structures alone cannot guarantee effectiveness. Relational dynamics, particularly organizational trust, play a decisive role in shaping employee behavior, collaboration, and responsiveness which will affect effective public service delivery. This study investigated the interplay between organizational trust and defensive work practices in selected Local Government Units in Metro Manila. Anchored on Mayer, Davis, and Schoorman’s Integrative Model of Organizational Trust and Morrison and Milliken’s Organizational Silence Theory, this study examined trust through the dimensions of ability, benevolence, and integrity. While defensive behaviors were analyzed in terms of communication avoidance, risk avoidance, information withholding, and compliance-based practices. A sequential mixed-methods design was employed, combining a survey data of 387 respondents with qualitative insights from semi-structured interviews.The findings revealed that employees demonstrated a high level of organizational trust, indicating that they generally perceived their leaders and organizations as competent, benevolent, and acting with integrity. This implies that organizational trust serves as a foundational condition that promotes confidence in leadership, facilitates cooperation, and supports the implementation of strategic management initiatives. However, the persistence of defensive work practices at a moderate level indicates that trust alone does not completely eliminate self-protective workplace behaviors. Employees continued to exhibit communication avoidance, selective information sharing, risk-averse decision-making, and compliance driven actions. Reflecting the influence of organizational uncertainties, perceived consequences of speaking up, and the need to protect themselves from potential interpersonal or institutional risks. The qualitative findings further demonstrated that while trust encouraged transparency, collaboration, and active participation in organizational processes, gaps in psychological safety, leadership consistency, and participatory decision-making contributed to the continuation of defensive behaviors that constrained innovation, open communication, and organizational learning. Hence, it is suggested that effective strategic management extends beyond fostering trust and requires governance systems that institutionalize transparency, psychological safety, employee empowerment, and inclusive decision-making. These conditions enable organizations to transform trust into proactive employee engagement while minimizing defensive work practices that may hinder strategic effectiveness and organizational performance.
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