Abstract
This paper presents findings from a study of employees' multiple trust foci. Social exchange theory and the notions of conceptual and cognitive distance are used to generate hypotheses on the anticipated effects of specific trust relationships on employees' attitudinal and behavioural outcomes such as intention to quit, job satisfaction, organizational commitment and organizational citizenship behaviours. Data from Omani military personnel suggest that employees distinguish between trust in the organization, trust in their direct boss and trust in co-workers. Several important attitudinal and behavioural outcomes are predicted by these specific trust foci.
Original language | English |
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Pages (from-to) | 2384-2402 |
Number of pages | 19 |
Journal | International Journal of Human Resource Management |
Volume | 22 |
Issue number | 11 |
DOIs | |
Publication status | Published - Jun 2011 |
Scopus Subject Areas
- Strategy and Management
- Organizational Behavior and Human Resource Management
- Management of Technology and Innovation
User-Defined Keywords
- Conceptual/cognitive distance
- Multiple trust foci
- Social exchange theory
- Trust