The belonging model of trust

Abstract

Although we know that high‐quality employee–organization relationships are beneficial, these relationships are complex and not fully understood, especially among employees of nonprofit organizations. In particular, we know little about how these employees perceive trust, which may overlook an important contributor to effective management. We begin to address this issue by testing a new theoretical model that conceptualizes perceived insider status, psychological ownership, and organizational identification as foundations for the perception of justice and subsequent trust. Our results indicate that psychological ownership and perceived insider status relate to trust through procedural and interpersonal justice. These results contrast those typically found in for‐profit contexts in that organizational identification did not predict justice and that distributive and informational justice did not predict trust.

We Do Big Things From Very Little: The Well-being of Rural Neighbourhood House Employees and Volunteers

“…These intrinsic values and sense of belonging may be linked to trust in the organisation. Key aspects of belonging include psychological ownership and perceived insider status (Knapp et al, 2019). However, this intrinsic value can be eroded through factors, including job demands, workload, job insecurity, ageing workforce and changes in the job structure, leading to individual health problems and, in turn, creating pressure on the performance of organisations (Deloitte Access Economics, 2018; García-Herrero et al, 2013; Safe Work Australia, 2012).…”

Impact of Managerial Trustworthy Behavior on Employee Engagement: Mediating Role of Perceived Insider Status

“…Research suggests that trustworthy and transparent behavior will increase employee connectedness and perceived insider status (Colquitt and Rodell, 2011). Although some recent studies have found that perceived insider status as belongingness will increase employees' trust in the organization, they also did not clarify the reciprocal relationship between trust and perceived insider status (Knapp et al, 2019). research also suggests that managerial feedback to employees positively develops their perception of being insiders (Chen et al, 2017).…”

Framing Effects, Procedural Fairness, and the Nonprofit Managers’ Reactions to Job Layoffs in Response to the Economic Shock of the COVID-19 Crisis

“…Their responses are perhaps because nonprofit workers are the lifeblood enabling nonprofit organizations to deliver services that ultimately generate shareholder benefits. For instance, Knapp et al ( 2019 ) argued that nonprofit managers should receive training to apply organizational policies consistently and equitably. In addition, the organization should clearly explain the underlying rationale behind its decisions (i.e., layoffs).…”

“…However, the internal view—although no less important—has received considerably less attention than the external view. The internal perspective focuses on the dynamics of interpersonal trust within nonprofit organizations and has more recently garnered attention for its impact on overall organizational performance (Greiling, 2007 ; Knapp et al, 2019 ).…”

“…Greiling’s ( 2007 ) literature assessment notes that confidence and fairness are reliable attributes of trust. Nonprofit managers who consistently experience confidence and fairness within the organization and their relationships with their board of directors are exposed to trust as a measure of reciprocity, a notion grounded in social exchange theory (Knapp et al, 2019 ). Based on existing studies on trust in the nonprofit sector, the present analyses employ the following six statements measuring trust and support for the organization: The managers trust local ________ management.…”