The Role of Organizational Control Systems in Employees’ Organizational Trust and Performance Outcomes
R.M. Verburg (TU Delft - Economics of Technology and Innovation)
Ann Marie Nienaber (Coventry University)
Rosalind H. Searle (Coventry University)
Antoinette Weibel (University of St. Gallen)
Deanne N. Den Hartog (Universiteit van Amsterdam)
Deborah E. Rupp (Purdue University)
More Info
expand_more
Other than for strictly personal use, it is not permitted to download, forward or distribute the text or part of it, without the consent of the author(s) and/or copyright holder(s), unless the work is under an open content license such as Creative Commons.
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.
help_outline