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 language | English |
|---|---|
| Pages (from-to) | 291-309 |
| Number of pages | 19 |
| Journal | Human Performance |
| Volume | 29 |
| Issue number | 4 |
| Early online date | 9 Jun 2016 |
| DOIs | |
| Publication status | Published - 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/10.1080/08959285.2016.1165226Keywords
- Performance perceptions
- trust in team
- job satisfaction
- social comparison
- social exchange theory
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Ann-Marie Nienaber
- Research Centre for Peace and Security - Professor in Human Resource Management and Organisation Behaviour
Person: Teaching and Research