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Title
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Interpersonal trust in Vietnamese companies : a study of organizational antecedents and effects
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Author
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Abstract
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| Developments in organizational sciences underscore the importance of interpersonal trust for sustaining individual and organizational effectiveness. As sub-characteristics of interpersonal trust, affective-based and cognitive-based trust in the supervisor form the basis of a desirable work climate between supervisors and subordinates; foster job attitudes and positive behaviors of subordinates, such as job satisfaction, organizational commitment, job performance and organizational citizenship behaviors, and increase an organization’s competitive advantage. Unfortunately, the study of the effects of affective-based and cognitive-based trust in the supervisor is still rather limited and needs further investigation, particularly in the literatures related to performance evaluation, role stress and leadership behavior. This PhD manuscript, therefore, investigates: (1) how supervisor’s performance evaluation practices affect subordinates’ affective-based and cognitive-based trust in the supervisor through role clarity; (2) how role stressors differently influence managerial employees’ affective organizational commitment through affective-based and cognitive-based trust in the supervisor and trust in the organization; and (3) how the supervisor’s leadership behavior impacts on the subordinates’ organizational commitment through their affective-based and cognitive-based trust in the supervisor. A survey of employees with managerial functions in Vietnamese companies allows us to test hypotheses related to the above questions. The research findings are as follows. Regarding performance evaluation, when the supervisor practices participative, formal, diverse and controllable performance evaluation, subordinates directly increase their affective-based and cognitive-based trust in the supervisor. Subordinates also increase their affective-based and cognitive-based trust in the supervisor partly through role clarity. Regarding role stress, when managerial subordinates experience role ambiguity, a reduction in affective-based and cognitive-based trust in the supervisor is observed. However, only cognitive-based trust in the supervisor decreases the level of the affective organizational commitment. The managerial subordinates also reduce trust in the organization, leading to a decrease in their affective organizational commitment. Meanwhile, when managerial subordinates experience role conflict, they will decrease their cognitive-based trust in the supervisor, leading to a decreased level in their affective organizational commitment. Regarding leadership behavior, the supervisor’s initiating structure behavior has a stronger effect on subordinates’ cognitive-based than affective-based trust in their supervisor, while consideration behavior has a more significant effect on affective-based than cognitive-based trust. However, it is only the subordinates’ cognitive-based trust that positively mediates the relationships between the supervisor’s leadership initiating structure and consideration behavior and their affective and normative organizational commitment. |
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Language
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English
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Publication
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Antwerp
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University of Antwerp, Faculty of Business and Economics
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2019
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Volume/pages
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152 p.
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Note
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Jorissen, Ann [Supervisor]
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Vandenbempt, Koen [Supervisor]
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Full text (open access)
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