Effects of Interpersonal Trust on Employee Avoidance and Approach Self-regulation
Conference Proceeding Article
We maintain that two forms of interpersonal trust predict different work behaviors because they tap different psychological systems of self-regulation. We contend also that the two trust forms interact as a function of the ambivalence they jointly produce. Our model was confirmed in a large sample of engineers employed by a Fortune 500 company. Our study extends prior research that presumes an employee integrates all the positive and negative information possessed about another into a single summary trust statistic and then behaves accordingly.
job performance, trust, employee attitudes, performance standards
Organizational Behavior and Theory
Organisational Behaviour and Human Resources
Academy of Management Proceedings
Academy of Management
Bigley, Gregory A.; McAllister, Daniel J.; and TAN, Hwee Hoon.
Effects of Interpersonal Trust on Employee Avoidance and Approach Self-regulation. (2009). Academy of Management Proceedings. 1-6. Research Collection Lee Kong Chian School Of Business.
Available at: http://ink.library.smu.edu.sg/lkcsb_research/4195