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J Appl Psychol. 2008 May;93(3):593-601. doi: 10.1037/0021-9010.93.3.593.

Trust that binds: the impact of collective felt trust on organizational performance.

Author information

1
School of Administrative Studies, York University, Toronto, Ontario, Canada. sdeutsch@yorku.ca

Abstract

The impact of employees' collective perceptions of being trusted by management was examined with a longitudinal study involving 88 retail stores. Drawing on the appropriateness framework (March, 1994; Weber, Kopelman, & Messick, 2004), the authors develop and test a model showing that when employees in an organization perceive they are trusted by management, increases in the presence of responsibility norms, as well as in the sales performance and customer service performance of the organization, are observed. Moreover, the relationship between perceptions of being trusted and sales performance is fully mediated by responsibility norms.

PMID:
18457488
DOI:
10.1037/0021-9010.93.3.593
[Indexed for MEDLINE]

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