Abstract
| Original language | English |
|---|---|
| Pages (from-to) | 437-462 |
| Journal | Human Resource Management |
| Volume | 55 |
| Issue number | 3 |
| Early online date | 28 Apr 2015 |
| DOIs | |
| Publication status | Published - 2016 |
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How do controls impact trust in the employer? / Weibel, A.; den Hartog, D.N.; Gillespie, N.; Searle, R.; Six, F.E.; Skinner, D.
In: Human Resource Management, Vol. 55, No. 3, 2016, p. 437-462.Research output: Contribution to Journal › Article › Academic › peer-review
TY - JOUR
T1 - How do controls impact trust in the employer?
AU - Weibel, A.
AU - den Hartog, D.N.
AU - Gillespie, N.
AU - Searle, R.
AU - Six, F.E.
AU - Skinner, D.
PY - 2016
Y1 - 2016
N2 - Do organizational controls facilitate or hinder employees' trust in their organization? We addressed this question through a mixed-methods design using three studies. Based on a literature review and an open-response survey study (Study 1), we developed a theoretical model proposing that organizational control is positively related to employees' trust in their organization, and that this relationship is mediated by procedural fairness and organizational prestige. This mediated model was tested and supported in a quantitative survey of 582 European managers and professional employees from a range of organizations (Study 2). A complementary, qualitative interview-based study (Study 3) confirmed that well-implemented controls facilitate trust in the organization; however, poorly implemented control systems that are inconsistent, overly rigid, or incentivize untrustworthy behavior can undermine trust in the organization. © 2015 Wiley Periodicals, Inc.
AB - Do organizational controls facilitate or hinder employees' trust in their organization? We addressed this question through a mixed-methods design using three studies. Based on a literature review and an open-response survey study (Study 1), we developed a theoretical model proposing that organizational control is positively related to employees' trust in their organization, and that this relationship is mediated by procedural fairness and organizational prestige. This mediated model was tested and supported in a quantitative survey of 582 European managers and professional employees from a range of organizations (Study 2). A complementary, qualitative interview-based study (Study 3) confirmed that well-implemented controls facilitate trust in the organization; however, poorly implemented control systems that are inconsistent, overly rigid, or incentivize untrustworthy behavior can undermine trust in the organization. © 2015 Wiley Periodicals, Inc.
U2 - 10.1002/hrm.21733
DO - 10.1002/hrm.21733
M3 - Article
VL - 55
SP - 437
EP - 462
JO - Human Resource Management
JF - Human Resource Management
SN - 0090-4848
IS - 3
ER -