How Differences in Perceptions of Own and Team Performance Impact Trust and Job Satisfaction in Virtual Teams

P. Romeike, A-M. Nienaber, G. Schewe

Research output: Contribution to journalArticle

4 Citations (Scopus)
176 Downloads (Pure)

Abstract

Employees frequently engage in social comparison processes and have a tendency to perceive their own performance as superior compared to that of their peers. We expect this to be particularly salient in virtual teams where employees receive few cues upon which the comparison with their team members can be based. With reliance on social exchange theory, we propose that such ‘perceived overperformance’ has negative effects on individual job satisfaction which are mediated by individual trust in team. We confirm this with a sample of field-service employees (753 employees, 57 virtual teams) using structural equation modelling and bootstrapping. We corroborated our findings in focus groups which suggest the need for performance indicators that are easily and comprehended by employees to maintain trust and satisfaction.
Original languageEnglish
Pages (from-to)291-309
Number of pages19
JournalHuman Performance
Volume29
Issue number4
Early online date9 Jun 2016
DOIs
Publication statusPublished - 2016

Bibliographical note

This is an Accepted Manuscript of an article published by Taylor & Francis in Human Performance on 9 Jun 2016, available online: http://www.tandfonline.com/10.1080/08959285.2016.1165226

Keywords

  • Performance perceptions
  • trust in team
  • job satisfaction
  • social comparison
  • social exchange theory

Fingerprint Dive into the research topics of 'How Differences in Perceptions of Own and Team Performance Impact Trust and Job Satisfaction in Virtual Teams'. Together they form a unique fingerprint.

  • Cite this