TITLE
The Effect of the Performance Appraisal System on Trust for Management: A Field Quasi-Experiment
AUTHOR(S)Mayer, Roger C.; Davis, James H.
PUB. DATEFebruary 1999
SOURCEJournal of Applied Psychology;Feb99, Vol. 84 Issue 1, p123
SOURCE TYPEAcademic Journal
DOC. TYPEArticle
ABSTRACTRecent theoretical developments have enabled the empirical study of trust for specific referents in organizations. The authors conducted a 14-month field study of employee trust for top management. A 9-month quasi-experiment found that the implementation of a more acceptable performance appraisal system increased trust for top management. The 3 proposed factors of trustworthiness (ability, benevolence, and integrity) mediated the relationship between perceptions of the appraisal system and trust.
ACCESSION #12129137