Managerial trustworthiness and social exchange with the organization

Abstract

PurposeThe purpose of this paper is to examine how managerial trustworthiness and social exchange with the organization integrate with perceived organizational support to relate to supervisor‐rated job performance and self‐report organizational commitment.Design/methodology/approachA sample of 119 full‐time employees from a variety of occupations at a single organization completed surveys. Their supervisor rated job performance.FindingsThis paper finds that managerial trustworthiness was positively related to job performance and organizational commitment via POS and social exchange with the organization; and that POS was related to organizational commitment through social exchange with the organization.Research limitations/implicationsLimitations include cross‐sectional data from a single organization. Strengths include non self‐report ratings of job performance. Future research should consider experimental and longitudinal designs to capture causality.Practical implicationsOrganizations may improve job performance and organizational commitment by increasing the trustworthiness of the manager, which might lead to increases in perceived support and social exchange. Trustworthiness can be increased by incorporating policies to encourage the integrity of managers, increasing managers' ability via training, and fostering a climate of benevolence.Originality/valueThis study is the first to examine the trustworthiness of the manager, a central figure to employees, at the same time as support and social exchange in the employee‐organization relationship.

A qualitative meta-analysis of trust in supervisor-subordinate relationships

“…Specifically, consistent results emerged across three different countries for the spill-over effects from trust in the supervisor to trusting the CEO and the whole organisation (Costigan et al, 2004). Trust between subordinate and supervisor enhances perceptions of procedural (Holtz and Harold, 2008) and distributive justice (Brashear et al, 2005), and organisational support (Byrne et al, 2011). One of the most often articulated effects in the literature is the relationship between trust in the supervisor-subordinate relationship and organisational citizenship behaviour (OCB) (e.g.…”

The Impacts of Employee Benefits, Procedural Justice, and Managerial Trustworthiness on Work Attitudes: Integrated Understanding Based on Social Exchange Theory

“…However, supervisors can engender perceptions of justice by providing resources fairly. Empirical studies have shown that managerial trustworthiness is positively related to job satisfaction, organizational commitment, and work attitudes (Byrne et al, ; Cho and Perry ). We expect that when employees perceive their manager as trustworthy, they extend these beliefs to the organization through transference and reciprocate in a way that is positive and beneficial to the organization.

Hypothesis 4a : Managerial trustworthiness is positively associated with employees’ job satisfaction. Hypothesis 4b : Managerial trustworthiness is negatively associated with employees’ turnover intention.

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Social Exchange Between a DMO and Its Stakeholders: A Case Study in the Rural Southeast United States

“…When social exchanges transpire, a perceived commitment to counter in ways that are advantageous to the organization ensues. Trust, however, is required to commence the exchange (Bryne, Pitts, Chiaburu, & Stiner, 2010).…”