The Role of Organizational Control Systems in Employees’ Organizational Trust and Performance Outcomes

Robert Verburg, Ann-Marie Nienaber, Rosalind Searle, Antionette Weibel, Deanne N. Den Hartog, Deborah E. Rupp

    Research output: Contribution to journalArticlepeer-review

    42 Citations (Scopus)
    46 Downloads (Pure)

    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.
    Original languageEnglish
    Pages (from-to)179-206
    Number of pages27
    JournalGroup and Organization Management
    Volume43
    Issue number2
    Early online date31 Aug 2017
    DOIs
    Publication statusPublished - 2017

    Keywords

    • Trust
    • Task performance
    • Organizational control
    • HRM
    • Citizenship
    • OCB

    Fingerprint

    Dive into the research topics of 'The Role of Organizational Control Systems in Employees’ Organizational Trust and Performance Outcomes'. Together they form a unique fingerprint.

    Cite this