The nature and structure of workers' trust in management

This paper presents a theoretical and empirical analysis of the nature of trust at work. Use is made of the facet approach to generate a definitional framework of trust, and this is proposed as a theoretical basis for the analysis of the structural characteristics of trust. Hypotheses regarding the relations between the definitional framework and empirical observations were tested by applying Smallest Space Analysis to analyse data collected from a sample of 398 colliery workmen, using questionnaires developed on the basis of the faceted definition. The results demonstrate strong support for the definitional framework suggested for the concept of trust and its construct validity. The results also suggest a possible distinction workers make between trust and mistrust and, between the specifics of activities to do with the job itself versus managers in general. © 1997 John Wiley & Sons, Ltd.     

Measuring team trust: A critical and meta-analytical review

Team trust is gaining attention in research and practice due to its benefits for team performance, yet clarity about the intricacies of its measurement is needed. Therefore, we meta-analyzed 118 studies (N = 7,738) to untangle the role of measurement features by investigating the degree to which they influence the trust–performance relationship. Results showed that the trust–performance relationship is contingent upon time lag and source of measurement. Specifically, cross-sectional and single-source studies produced higher effect sizes than time-lagged and different-source studies. In contrast, the moderating roles of conceptualization–operationalization alignment and referent of trust measures were not supported. Post hoc analyses revealed that affective trust is more strongly related to global, versus specific team outcomes, and that mixed-referent items are particularly effective within intact teams, whereas the trust–performance relationship is constrained when direct consensus items are used within ad hoc teams. Furthermore, we provided a critical review that highlights the importance of composites, multilevel forces, and item content and wording. Finally, we clarified key gaps in the literature, calling for research where needed. This review serves as a bridge between conceptualization and measurement and lays the groundwork for advancing knowledge of team trust.     

Understanding trust development in negotiations: An interdependent approach

What affects the way that trust develops in negotiations? In two studies, we used an actor–partner interdependence model to investigate how both negotiators' trust propensity prior to the negotiation and two types of behavior during the negotiation affect negotiators' trust development. Study 1 demonstrated that both focal negotiators' (actors') and their counterparts' (partners') trust propensity were positively associated with negotiators' trust development. Study 2 showed that actors' and partners' trust propensity had an indirect effect on trust development via both actors' and partners' negotiation behaviors. Negotiators' trust propensity positively affected their use of Q&A (questions and answers about interests) and negatively affected their use of S&O (substantiation about positions and single‐issue offers). Actors and partners' negotiation behaviors in turn affected their own and their partners' trust development. Our studies propose and test a model to understand how negotiators' trust propensity and negotiation behaviors affect the development of trust in negotiation. Copyright © 2016 John Wiley & Sons, Ltd.     

Perceived mastery climate,felt trust,and knowledge sharing

Interpersonal trust is associated with a range of adaptive outcomes, including knowledge sharing. However, to date, our knowledge of antecedents and consequences of employees feeling trusted by supervisors in organizations remains limited. On the basis of a multisource, multiwave field study among 956 employees from 5 Norwegian organizations, we examined the predictive roles of perceived mastery climate and employee felt trust for employees' knowledge sharing. Drawing on the achievement goal theory, we develop and test a model to demonstrate that when employees perceive a mastery climate, they are more likely to feel trusted by their supervisors at both the individual and group levels. Moreover, the relationship between employees' perceptions of a mastery climate and supervisor‐rated knowledge sharing is mediated by perceptions of being trusted by the supervisor. Theoretical contributions and practical implications of our findings are discussed.     

Client–project manager engagements,trust, and loyalty

This study addresses the behaviors of project managers under various conditions of cognitive and affective trust, and the implications for obtaining client loyalty. Theoretical foundations were drawn from interpersonal and interorganizational trust literature. A test of the proposed theoretical framework was conducted in a field setting utilizing a matched design of both project managers and their clients. The results show that reliable project performance positively impacted client loyalty intentions and service‐oriented OCBs positively impacted client secondary retention. An interaction showed that in low cognitive trust situations the project manager behavior of reliable project performance facilitated the obtainment of client loyalty intentions. Implications for research and practice are discussed. Copyright © 2004 John Wiley & Sons, Ltd.     

Justice and job engagement: The role of senior management trust

We examined whether job engagement mediated the effects of organizational justice dimensions on work behaviors and attitudes. Considering distributive and procedural justice from a motivational perspective, we proposed that job engagement would mediate these two dimensions' relations with the work outcomes of task performance, organizational citizenship behavior, and job satisfaction. We also expected this mediation effect would be magnified when senior management trust (SMT) was high. Our results showed that the simple mediation model was supported only for distributive justice. Alternatively, the indirect effect of procedural justice on work outcomes through job engagement was significant only when SMT was high. Implications of our findings and areas for future research are discussed. Copyright © 2016 John Wiley & Sons, Ltd.     

The reciprocal nature of trust: a longitudinal study of interacting teams

This research develops and investigates the concept of reciprocal trust between interacting teams. Reciprocal trust is defined as the trust that results when a party observes the actions of another and reconsiders one's trust‐related attitudes and subsequent behaviors based on those observations. Twenty‐four teams of systems analysis and design students were involved in a 6‐week controlled field study focused on the development of an information systems project. Each team was responsible for both developing a system (development role) and for supervising the development of a system by another team (management role). Risk‐taking actions exhibited by one team in an interacting pair were found to predict the other team's trustworthiness perceptions and subsequent trust. The level of trust formed in turn predicted the team's subsequent risk‐taking behaviors with respect to the other team. This pattern of reciprocal trust repeated itself as the teams continued to interact over the duration of the project, thus supporting our model of reciprocal trust. Findings also indicate that trust and trust formation can occur at the team level. Copyright © 2005 John Wiley & Sons, Ltd.     

New recruit safety expectations: Relationships with trust and perceived job risk

Very little research has examined the safety expectations of new recruits, particularly those of individuals about to enter full-time work for the first time. There is evidence that new recruits have proportionally more accidents in the first period of their employment. One possible explanation for this is that the safety expectations of new recruits do not match the reality of the workplace they are about to enter. In Study 1 data on workplace safety expectations were collected from 142 final year high school students from six schools. Study 2 collected data from 40 organizations on the safety expectations of a new recruit and compared it with safety expectation data from a manager of the job they were entering. Both studies found that new recruit safety expectations were significantly correlated with ratings of safety specific trust in co-workers and management. Study 2 found that new recruits safety expectation scores were significantly higher than those given by managers. The results suggest that organizations need to develop a clear safety-specific psychological contract with new recruits.     

Implications of turnover and trust for safety attitudes and behaviour in work teams

Turnover potentially leads to a new individual being selected into a work team. This study investigated the safety-specific trust which team members place in their organisation’s selection and induction processes, and related this to the perceived risk from new employees. The research was conducted with teams working in forest harvesting, an occupation which has high-turnover, high risk and a high accident rate. Results indicate that trust in induction processes was negatively correlated with perceived risk from a new employee. Team members also engaged in a number of safety ensuring behaviours when a new individual joined the team, and these were related to the level of perceived risk, and how much they cared about their team members’ safety. It is argued that trust in the safety-specific characteristics of an organisation’s selection and induction process may have negative consequences for safety.     

The relationship between recruitment processes, familiarity, trust, perceived risk and safety

Introduction and Method

Participants′ perceptions of the safety-related aspects of their organization′s recruitment processes were examined, as were their perceptions of safety aspects associated with new recruits.

Results

One hundred and fifty-four professional fire fighters indicated the trust they held in the safety-related aspects of their organizations′ selection and pre-start training. Perceived trust in pre-start training was negatively correlated (r = -.24, p < .01) with the risk associated with new recruits, and positively correlated (r = .50, p < .01) with ratings of trust in recruits to immediately work safely. Furthermore, trust in recruits to immediately work safely was negatively correlated (r = -.21, p < .01) with crews′ safety behavior toward recruits.

Conclusions

These results are interpreted as particularly dangerous for workers, as new recruits lack familiarity with aspects of their new workplace that cannot be addressed by either selection or pre-start training, making them a risk.

Impact on Industry

Organizations should actively identify new recruits, and encourage existing team members not to immediately trust new recruits to work safely.     

Autonomous emergency braking systems adapted to snowy road conditions improve drivers' perceived safety and trust

Objective: This study investigated drivers' evaluation of a conventional autonomous emergency braking (AEB) system on high and reduced tire–road friction and compared these results to those of an AEB system adaptive to the reduced tire–road friction by earlier braking. Current automated systems such as the AEB do not adapt the vehicle control strategy to the road friction; for example, on snowy roads. Because winter precipitation is associated with a 19% increase in traffic crashes and a 13% increase in injuries compared to dry conditions, the potential of conventional AEB to prevent collisions could be significantly improved by including friction in the control algorithm. Whereas adaption is not legally required for a conventional AEB system, higher automated functions will have to adapt to the current tire–road friction because human drivers will not be required to monitor the driving environment at all times. For automated driving functions to be used, high levels of perceived safety and trust of occupants have to be reached with new systems. The application case of an AEB is used to investigate drivers' evaluation depending on the road condition in order to gain knowledge for the design of future driving functions.

Methods: In a driving simulator, the conventional, nonadaptive AEB was evaluated on dry roads with high friction (μ = 1) and on snowy roads with reduced friction (μ = 0.3). In addition, an AEB system adapted to road friction was designed for this study and compared with the conventional AEB on snowy roads with reduced friction. Ninety-six drivers (48 males, 48 females) assigned to 5 age groups (20–29, 30–39, 40–49, 50–59, and 60–75 years) drove with AEB in the simulator. The drivers observed and evaluated the AEB's braking actions in response to an imminent rear-end collision at an intersection.

Results: The results show that drivers' safety and trust in the conventional AEB were significantly lower on snowy roads, and the nonadaptive autonomous braking strategy was considered less appropriate on snowy roads compared to dry roads. As expected, the adaptive AEB braking strategy was considered more appropriate for snowy roads than the nonadaptive strategy. In conditions of reduced friction, drivers' subjective safety and trust were significantly improved when driving with the adaptive AEB compared to the conventional AEB. Women felt less safe than men when AEB was braking. Differences between age groups were not of statistical significance.

Conclusions: Drivers notice the adaptation of the autonomous braking strategy on snowy roads with reduced friction. On snowy roads, they feel safer and trust the adaptive system more than the nonadaptive automation.     

How transformational leadership influences follower helping behavior: The role of trust and prosocial motivation

We proposed and tested a moderated mediation model that jointly examines affect‐based and cognition‐based trust as the mediators and prosocial motivation as the moderator in relationships between transformational leadership and followers’ helping behavior towards coworkers. Data were collected from 348 sales and servicing employees and their supervisors in four private retail companies and five private manufacturing companies located in Southeast China. The results showed that both affect‐based trust and cognition‐based trust mediated the relationship between transformational leadership and followers’ helping behavior towards coworkers. Furthermore, moderated mediation analyses showed that affect‐based trust mediated the relationship between transformational leadership and followers’ helping behavior towards coworkers only among employees with high prosocial motivation, whereas cognition‐based trust mediated this relationship among only those with low prosocial motivation. Implications for the theory and practice of leadership are then discussed. Copyright © 2013 John Wiley & Sons, Ltd.     

Retracted: Authentically leading groups: The mediating role of collective psychological capital and trust

Although there have been recent theoretical advances in what is increasingly being recognized as authentic leadership, research testing possible mediating processes and the impact on group‐level outcomes has not received attention. To help address this need, this study examined at the group level of analysis the role that collective psychological capital and trust may play in the relationship between authentic leadership and work groups' desired outcomes. Utilizing 146 intact groups from a large financial institution, the results indicated a significant relationship between both their collective psychological capital and trust with their group‐level performance and citizenship behavior. These two variables were also found to mediate the relationship between authentic leadership and the desired group outcomes, even when controlling for transformational leadership. Implications for future research and practice conclude the paper. Copyright © 2009 John Wiley & Sons, Ltd.     

Understanding the connections between relationship conflict and performance: The intervening roles of trust and exchange

Research shows that relationship conflict has a negative impact on job performance. There is scant theoretical work, however, explaining the interpersonal dynamics that lead to this outcome. A conceptual model is developed that explores how relationship conflict impacts performance through its effects on trust and exchange. We argue that relationship conflict has a detrimental effect on trust motivating coworkers to rely more on calculus‐based trust than on relationship‐based trust. This, in turn, affects the form of exchange coworkers use with one another, leading them to rely on negotiated exchange to the exclusion of reciprocal exchange. This kind of exchange relationship, finally, affects in‐role, extra‐role, and attitudinal outcomes. The literature shows that superordinate goals can mitigate relationship conflict and we use social and self‐categorization theories to explain and explore this effect on both relationship conflict and trust. How trust and exchange might change over time is also explored. Copyright © 2009 John Wiley & Sons, Ltd.     

提高企业信任度,改善安全生产人文环境

在安全规章制度中往往只规定下级的安全责任,并未对领导责任做出具体规定,缺乏权利义务的对等性,导致企业安全管理成一纸空文,落实不下去,存在着严重的形式主义.由于企业规章制度持续性和稳定性不足,存在朝令夕改的现象,导致企业在安全生产工作方面产生信任度危机,所以员工在安全生产过程中总是在揣测领导的真正意图以决定自己的行为.因此,提倡将企业内部纵向的信任研究引入到安全管理领域.     

Retraction statement: Authentically leading groups: The mediating role of collective psychological capital and trust

The following article from the Journal of Organizational Behavior, Authentically leading groups: The mediating role of collective psychological capital and trust by Fred O. Walumbwa, Fred Luthans, James B. Avey and Adegoke Oke, published online on 1st September 2009 in Wiley Online Library ( www.wileyonlinelibrary.com ) and in Volume 32, Issue 1, January 2011, Pages 4‐24, has been retracted by the journal's Editor in Chief, Neal M. Ashkanasy, and John Wiley & Sons Ltd. The retraction is on the grounds of the authors' advice that they made an error in relation to the level of analysis used. As a result of this error, the authors incorrectly calculated key fit statistics. When correctly estimated, the fit statistics do not provide an acceptable level of support for the hypothesized model, rendering the authors' conclusions, as stated in the article, unsustainable.     

Collectivism,propensity to trust and self-esteem as predictors of organizational citizenship in a non-work setting

This study examined organizational citizenship of residents in a housing cooperative setting where roles were not influenced by traditional employee–employer work relationships. Results demonstrate that the individual differences of collectivism and propensity to trust predicted organizational citizenship (assessed six months later). In addition, organizational-based self-esteem fully mediated the effects of collectivism and propensity to trust on organizational citizenship, and tenure moderated the trust—self-esteem relationship. We discuss the implications of these results given the changing nature of work and the increasing importance of non-work organizations. Copyright © 2000 John Wiley & Sons, Ltd.     

Positive group affective tone and team creativity: Negative group affective tone and team trust as boundary conditions

Drawing on multiple group‐level theories, we explored boundary conditions of the relationship between positive group affective tone (PGAT) and team creativity. We collected data from members and leaders of 68 research and development teams and performed hierarchical linear modeling analyses to test our hypotheses. Consistent with the “group‐centrism” perspective, we found that PGAT was beneficial for team creativity only when team trust was low; when trust was high, PGAT had a negative relationship with team creativity. In accord with the “dual‐tuning” perspective, the positive effect of PGAT on creativity was present only when team trust was low but negative group affective tone was high. We discussed the theoretical and practical implications. Copyright © 2011 John Wiley & Sons, Ltd.     

Being trusted: How team generational age diversity promotes and undermines trust in cross‐boundary relationships

We examine how demographic context influences the trust that boundary spanners experience in their dyadic relationships with clients. Because of the salience of age as a demographic characteristic as well as the increasing prevalence of age diversity and intergenerational conflict in the workplace, we focus on team age diversity as a demographic social context that affects trust between boundary spanners and their clients. Using social categorization theory and theories of social capital, we develop and test our contextual argument that a boundary spanner's experience of being trusted is influenced by the social categorization processes that occur in dyadic interactions with a specific client and, simultaneously, by similar social categorization processes that influence the degree to which the client team as a whole serves as a cooperative resource for demographically similar versus dissimilar boundary spanner–client dyads. Using a sample of 168 senior boundary spanners from the consulting industry, we find that generational diversity among client team members from a client organization undermines the perception of being trusted within homogeneous boundary spanner–client dyads while it enhances the perception of being trusted within heterogeneous dyads. The perception of being trusted is an important aspect of cross‐boundary relationships because it influences coordination and the costs associated with coordination. © 2015 The Author Journal of Organizational Behavior Published by John Wiley & Sons Ltd