Effects of Interpersonal Trust on Employee Avoidance and Approach Self-regulation
Publication Type
Conference Proceeding Article
Publication Date
8-2009
Abstract
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.
Keywords
job performance, trust, employee attitudes, performance standards
Discipline
Organizational Behavior and Theory
Research Areas
Organisational Behaviour and Human Resources
Publication
Academy of Management Proceedings
First Page
1
Last Page
6
ISSN
0065-0668
Identifier
10.5465/AMBPP.2009.44257616
Publisher
Academy of Management
Citation
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.
Available at: https://ink.library.smu.edu.sg/lkcsb_research/4195
Additional URL
https://doi.org/10.5465/AMBPP.2009.44257616