The role of organizational control systems in employees’ organizational trust and performance outcomes

Verburg, R. M., Nienaber, A.-M., Searle, R. H. , Weibel, A., Den Hartog, D. N. and Rupp, D. E. (2018) The role of organizational control systems in employees’ organizational trust and performance outcomes. Group and Organization Management, 43(2), pp. 179-206. (doi:10.1177/1059601117725191)

[img]
Preview
Text
158485.pdf - Published Version
Available under License Creative Commons Attribution Non-commercial.

159kB

Abstract

This study examined how organizational control is related to employees’ organizational trust. We specifically focus on how different forms of control (process, outcome, and normative) relate to employees’ trust in their employing organizations and examine whether such trust in turn relates positively to employee job performance (task performance and organizational citizenship behavior). In addition, and in response to the recommendations of past research, we examined these relationships in a high control and compliance-based cultural context. Using data from 105 employee–supervisor dyads from professional services firms in Singapore, we find support for our hypothesized model. The implications of the results for theory and practice, and directions for future research, are discussed.

Item Type:Articles
Status:Published
Refereed:Yes
Glasgow Author(s) Enlighten ID:Searle, Professor Rosalind
Authors: Verburg, R. M., Nienaber, A.-M., Searle, R. H., Weibel, A., Den Hartog, D. N., and Rupp, D. E.
College/School:College of Social Sciences > Adam Smith Business School > Management
Journal Name:Group and Organization Management
Publisher:SAGE Publications
ISSN:1059-6011
ISSN (Online):1552-3993
Published Online:31 August 2017
Copyright Holders:Copyright © 2017 The Authors
First Published:First published in Group and Organization Management 43(2): 179-206
Publisher Policy:Reproduced under a Creative Commons License

University Staff: Request a correction | Enlighten Editors: Update this record