The relationship between internal organizational trust and job engagement in Higher Education

This research is designed to identify the relationship between internal organizational trust and job engagement in Higher Education of Kurdistan and Islamic Azad Higher Education in Sanandaj. We have used Shakli Zalbak’s questionnaire (2000) to measure internal organizational trust and Schaufeli and Bakker’s questionnaire (2003) to identify job engagement. The population is Kurdistan Higher Education and Islamic Azad staffs which are 475 people and we have chosen 212 statistical samples by using Cochran formula and random sampling. This research is based on practical purpose and descriptive collection method is correlation. We have used questionnaire to gather information. We have analyzed information by Pearson’s correlation coefficient and multiple regression analysis. The result of hypotheses shows that there is significant and direct relationship between internal organizational trust and job engagement. The result of regression analysis shows that explicit environment determined 49 percent of job engagement variance. The sense of identity of organization and the sense ofattention from colleagues, managers and organization determine 26 and 18 percent of job engagement variance.


INTRODUCTION
Recently, the consultants, researchers and brokers have paid attention to the concept of job engagement (Harter, Smith and Hayes, 2002; Macey, Schneider, Barbara and Yong, 2009; Richman, Syoyana, Shanona, Hilb and Brinens, 2008). Macey and et.al have determined two dimensions: mental energy (inside or feel) and behavioral energy (outside or look). The mental energy which is named the sense of affiliation has four elements: the sense of urgency, the sense of concentration, sense of intensity and sense of inthusiasm. The behavioral dimension has four elements: stability, initiative, the spreading role and adapting with changes (Macey and et.al, 2009: 20-35).
Schaufeli and Bakker (2003) indicate that the job engagement includes the positive, satisfactory and related-work mental states which different in three indicators: vigor, dedication and absorption. Dedication includes the engaging person with work and experiencing the meaningful, enthusiasm and challenge. The absorption is different in full focus and happily absorbed in work which time passes quickly and separating himself from work are difficult (Schaufeli and Bakker, 2003: 5-6). The positive synergistic between individual and organization occurs by creating job engagement which leads to positive consequences. These consequences include job positive attitudes, strength identification by work (job satisfaction and organizational commitment); mental health includes positive feelings and deterioration reduction, the better performance of inside and outside job, intrinsic motivation, individual initiative and proactive behavior, reaching job and personal resources. High personnel affiliation for organization looking for positive consequences such as retention of talent, positive imagine of proportion, business performance, financial efficiency or the quality of services (Isa Khani  and organizational commitment will not fulfill without satisfying the personnel needs. The work affiliation is individual interests and desire to perform tasks and sustainability in organization. This energy creates dual-energy in individual and would be useful for society. The job engagement is essential for all jobs. Organizational engagement helps managers to be sure that design long-term lans (Bakker and Demerouti, 2008: 211). The effectiveness organizations require willingness and qualified staffs and will lead to reach organizational goals. The personnel job engagement is the greater human resources which increase productivity. Dissatisfaction and lack of job engagement cause delay, absence (mental, physical) and leaving organization (Babai and Khalaj and et.al, 2013: 41). The importance of job engagement, in terms of organizational operational results and human resources leads to researchers identify set of effective factors to create job engagement. One of the most important variables is trust which is the vital factor to reach organizational and individual success and will compensate improving productivity. The low organizational trust and increasing conflicts, organizational instability, desertion, reducing motivation, unsolved rumors and strike and obstacles to reach goals will be occur. There are varies factors which influence on organizational trust (Danai Fard and et.al, 2009). The organizational trust structures are positive expectation which individuals have experiences and interdependencies of different member behavior based on organization roles (Shockley Zalabak and et.al, 2000). Trust is multi-level concept which plays an important role in all relationships such as friendship, family, organization and economic relations (Lusher and et.al, 2012). According to the above, the main purpose of current study is identification of relationship between the general perception of effectiveness and competence members, attention of colleagues, managers and organization, stable and trustable behaviors in organization, explicit environment and the sense of identity of organization.

THEORETICAL FOUNDATION Section one: job engagement
The concept and introduction to personnel job engagement Kahn (1992) indicated that job engagement is the use of himself or herself to play business roles. In affiliation, individuals use physical, cognitive and emotional dimension to play role. Lack of job engagement is separation of individual of business role (Isa Khani, 2013: 77). Rothbard (2001) indicated that job engagement is psychological presence which trend to cover accessible initial elements. These initial elements are attention and absorption. Attention refers to accessibility of cognitive and the amount of time thinking which individual spends that time to his or her role. The absorption means drowning in role and refers to individual concentration on a role (Rothbard, 2001: 656).  (2003), job engagement has three dimensions: vigor, dedication and absorption. 1-Vigor: It is different in high level of energy and mental resiliency during working. In this case, individual tends to more effort, resistance against problems and indefatigable. 2-Dedication: it is refer to the intense engaging individual with work and experiencing the sense of meaningful, enthusiasm and challenge. 3-Absorption: It is different in full concentration and attracting happiness in work which leads to pass time and separating himself or herself from work which is difficult (Ibid, 23-24).

Section two: internal organizational trust The concept of trust
Trust is a strong belief, honesty and power of a person, relying on a claim or opinion (Ztvinka, 2007). Other research stated that trust is the reliance on others with the possibility of opportunism, uncertainty and their risk (Misztal, 2001). Hirsh (1977) introduce trust as a common good which is necessary to being success in economic. The trust is vital element to easily solve problems. Because, it determine that whether members allow others to participate in making decisions (Bakhtiari, 2010). Recently, the concept of trust is increasing in management literature. In most definitions, trust is a key functionality which includes risk management and uncertainty. Trust is different with certainty. Because, judges will be based on trust in uncertainty level. Stanley (2005) stated that trust is a relationship. Staffs want to have a relationship based on trust with managers and this is essential for staffs and managers and lack of trust has a negative effect on organizational productivity (Khanifer and Zarvandi, 2010). Charelton (2000) Bakker, Demerouti (2008) found that the combination of high job requirements with few job resources can significantly predict deterioration. Also, they found that individual with autonomy, receiving feedback and experiencing social support wouldn't have deterioration. The results of Parkes and Langford's research (2008) show that there is the lowest correlation between work-life balance and the job engagement among 28 scale of environment. The researchers interpretation of results is that staffs with high job engagement, sometimes the work-life balance is sacrificed organizational goals.

The main hypothesis
There is significant relationship between internal organizational trust and job engagement of staffs in Kurdistan Higher Education and Islamic Azad Higher Education Sanandaj branch. The sub-hypotheses -There is significant relationship between general perception of effectiveness and competence members and job engagement. -There is significant relationship between attention from colleagues, managers and organization and job engagement. -There is significant relationship between stable and reliable behaviors and job engagement.

96
Volume 64 -There is significant relationship between the sense of explicit environment and job engagement. There is significant relationship between the sense of identity forward organization and job engagement. The theoretical framework is a conceptual pattern which is based on the theoretical relationships between effective factors on topic research. It retrieved from research literature and includes job engagement and internal organizational trust. According to above, the hypotheses are following:

METHODOLOGY
This research is based on practical purpose and descriptive collection method is correlation which include the staffs of Higher Education of Kurdistan and Islamic Azad Higher Education Sanandaj branch and they are 475 people. We have used Cochran formula to determine statistical sample which is 212 people. According to topic research and the population, we have used the classified random sampling method and the data collection tool is questionnaire. The internal organizational questionnaire is based on Shockley-Zalabak's questionnaire (2000) and we have used job engagement questionnaire (Schaufeli and Bakker, 2003) to measure job engagement level. This questionnaire includes 17 substances. Also, this questionnaire has measured the vigor variable with 6 items, dedication variable with 5 items and absorption variable with 6 items. We have used content reliability to determine reliability. The rate of Cronbch's Alpha for internal organizational trust and job engagement are 0.896 and 0.869, respectively. Also, we have used descriptive and inferential statistics to analyze information.

FINDINGS A) Descriptive results of research
The descriptive statistics of internal organizational trust in Kurdistan Higher Education and Islamic Azad Higher Education Sanandaj branch.

B) The hypotheses test
Main hypothesis: There is significant relationship between internal organizational trust and job engagement in Kurdistan Higher Education and Islamic Azad Higher Education Sanandaj branch. According to table 3, the correlation coefficient and determination coefficient are 0.482 and 0.23, respectively and it shows that 23 percent of job engagement changes related to internal organizational trust. The results of variance analysis show that the calculated Sig level is 0.000 which shows the significant regression in 99 percent level.

98
Volume 64 According to the results, the job engagement will enhance 0.482 units by enhancing a unit of internal organizational trust. Table 5 shows that multiple correlation coefficient is 0.579 and it's square (determination coefficient) is 34. So, the three dimensions of job engagement (explicit environment, attention from colleagues, managers and organization and the sense of identity forward organization) determine 33 percent of variance. The dependent variable (job engagement) is directly affected the explicit environment in organization. This variable determines 49 percent of the job engagement variance and then is directly affected by the sense of identity toward organization and this variable determines 26 percent of job engagement variance. The third variable which has effect on job engagement is the sense of attention from colleagues, managers and organization which determines 18 percent of job engagement variance.

CONCLUSION
According to the results of regression analysis, the sense of explicit environment in organization is the first effective dimension in job engagement. What is important in this research is trust so that people should have an adequate understanding of staffs to interpret likely behavior of staffs. Trust is based on awareness. The awareness of the others and predictability of their behaviors will replace with contracts, punishments and legal arrangements and this deterrence is based on trust. The second factor which has effect on job engagement is the sense of identity toward organization. This dimension includes common purpose and culture. The common purpose is the perception and viewpoint of members toward purposes and results of group activities. The common culture involves common behavioral norms among members. According to results, the average of internal organizational trust is high like previous dimensions and some elements such as justice, responsibility and respect to values and norms should be increase. The third dimension which has effect on job engagement is the sense of attention from colleagues, manager and organizations. This dimension refers to the rate of trust and the interaction among the members of a social unit and also this dimension refers to specific relations such as respect, trust, trusteeship, kindness and intimacy. According to the results, the average of this dimension was higher than the average of scores. According to the high level of internal organizational trust, we can expect the increasing trust among staffs. The relations and social connection is individual assets in analysis viewpoint and can access it through available resources in this connection. The use of social interaction leads to benefit the access to information, guiding colleagues, advice, emotional encouragement, emotional support and financial assistance. The high level of internal organizational trust in this dimension leads to continuity of staff relations. In line with the confirmed hypotheses, we can indicate that internal organizational trust is management phenomenon and organizations which have high level of trust are more successful than the organizations with the low level of trust. So, staffs will reach the high level of job engagement which leads to increase productivity, improve communications and reduce risk. The staffs who are in low level of trust act in high level of stress. The staffs don't participate in decisions and finally leads to reduce productivity (Zarei Matin, HsanZadeh, 2004).
According to the results, we recommend that: -The misusing employees from each other should be recognize and guide the offending staff. Managers should prove that the major indicator of organizational development is competence and qualify.
-We can develop the internal organizational trust through training effectiveness communications and improving the relationship process and interaction between staffs and managers in inside and outside of organization and creating culture, team-working.
-Managers should find the reasons for dishonesty among organizations and also design some plans to reduce these senses.
-To create the internal organizational trust, members should honestly feel safe in communication with staffs. The development trust requires to aware managers and staffs from their expectations.