Effects of Interpersonal Trust on Employee Avoidance and Approach Self-regulation

• Main Authors: Bigley, Gregory A., McAllister, Daniel J., TAN, Hwee Hoon
• Format: text
• Language: English
• Published: Institutional Knowledge at Singapore Management University 2009
• Subjects: job performance; trust; employee attitudes; performance standards; Organizational Behavior and Theory
• Online Access: https://ink.library.smu.edu.sg/lkcsb_research/4195; https://doi.org/10.5465/AMBPP.2009.44257616
• Institution: Singapore Management University

We maintain that two forms of interpersonal trust predict different work behaviors because they tap different psychological systems of self-regulation. We contend also that the two trust forms interact as a function of the ambivalence they jointly produce. Our model was confirmed in a large sample of engineers employed by a Fortune 500 company. Our study extends prior research that presumes an employee integrates all the positive and negative information possessed about another into a single summary trust statistic and then behaves accordingly.