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

Robert M. Verburg, Ann Marie Nienaber, Rosalind H. Searle, Antoinette Weibel, Deanne N. Den Hartog, Deborah E. Rupp

Research output: Contribution to journalArticleScientificpeer-review

14 Citations (Scopus)
36 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 pages28
JournalGroup and Organization Management
Volume43
Issue number2
DOIs
Publication statusPublished - 1 Apr 2018

Keywords

  • citizenship
  • HRM
  • OCB
  • organizational control
  • task performance
  • trust

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