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)
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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 |
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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 |
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