articleTop 1% cited
The effect of the performance appraisal system on trust for management: A field quasi-experiment.
Journal of Applied Psychology · 1999 · Vol. 84(1) · pp. 123–136
Roger C. Mayer✉(Baylor University)James H. Davis
Abstract
Recent 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.
Job Satisfaction and Organizational BehaviorCustomer Service Quality and LoyaltyOrganizational Leadership and Management StrategiesPsychologyPerformance appraisalField (mathematics)Applied psychologySocial psychologyManagement
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Academy of Management Review · 1995 · 14,154 citations
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