The Impact of Relational Demographics on Perceived Managerial Trustworthiness: Similarity or Norms?

Lau, Dora C.; Lam, L.; Salamon, Sabrina Deutsch

doi:10.3200/socp.148.2.187-209

Cited by 47 publications

(52 citation statements)

References 48 publications

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“…Work tenure is a reflection of experience and knowledge in the organization (Lau, Lam, & Salamon, 2008). As an individual's career unfolds in a company, his or her job knowledge, skills, abilities, and confidence increase.…”

Section: Tenure As a Moderatormentioning

confidence: 99%

Do you really need help? A study of employee supplication and job performance in China

2009

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Section: Tenure As a Moderatormentioning

confidence: 99%

Do you really need help? A study of employee supplication and job performance in China

2009

Self Cite

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“…The results revealed a curvilinear relationship, such that perceived trustworthiness was maximized at the midpoint, with the most typical face. Third, Lau, Lam, and Deutsch Salamon (2008) examined the effects of employee-manager demographics on the perceived trustworthiness of the manager. Rather than trustworthiness being maximized with shared demographics in dyads, trustworthiness was maximized when the manager had a typical demographic profile.…”

Section: Study 1: Theory Developmentmentioning

confidence: 99%

Trusting the “Look and Feel”: Situational Normality, Situational Aesthetics, and the Perceived Trustworthiness of Organizations

Baer

Werff

Colquitt³

et al. 2018

AMJ

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We conducted two studies examining how the "look and feel" of an organization shapes newcomers' trust in that organization. More specifically, we examined the effects of situational normality-the degree to which the work setting appears customary, with everything in proper order. We then introduced the construct of situational aesthetics-the degree to which the work setting has a pleasing and attractive appearance. A field study of new accountants revealed that situational normality and situational aesthetics had indirect effects on trust through perceived trustworthiness, with trust going on to predict coworker ratings of learning behavior. We then replicated those trustworthiness findings in a laboratory setting. Taken together, our results suggest that newcomer trust formation may be shaped by aspects of the work setting that have been heretofore ignored by trust scholars.3 "A discreet logo at the top of one of the towers is the only outward sign of having reached the European headquarters of one of the world's largest accountancy firms… On entering the building, one encounters a lobby designed so that the head of any newcomer will ineluctably lean backwards to follow a succession of floors rising up to apparent infinity, and in the process dwell-as the cathedral-builders once invited one to do with their vaulted naves-on the respect that must be owed to those responsible for putting up and managing this colossus… Everything…appears elegant and well-maintained. There are none of the cobwebs endemic to the ordinary world. People cross the corridors and elevated walkways with purpose… To feel at home in the office is not to notice the strange silver sculpture in the lobby and to forget how alien the place felt on the first day" (from The Pleasures and Sorrows of Work by Alain de Botton, 2009).Thousands of employees around the world are having their first day today-beginning work in a new organization. As they do, one of the questions foremost on their minds may be, "Can I trust this organization?" (Lind, 2001). Newcomers who develop a sense of trust in their organization may take chances during their work day-experimenting with new skills, asking for additional feedback, and so forth (Mayer, Davis, & Schoorman, 1995). Newcomers who do not may struggle with their focus-monitoring what occurs around them while planning for negative contingencies (Mayer & Gavin, 2005). Understanding newcomer trust is important because first impressions are often surprisingly accurate (Ambady & Rosenthal, 1992) and can have longlasting effects on attitudes and behaviors (Human, Sandstrom, Biesanz, & Dunn, 2013). Negative impressions can also have more immediate consequences, as one estimate suggests that 40% of employees who quit do so within their first six months (Vaccaro, 2014). For these reasons, trust formation remains a vital interest for trust scholars.Unfortunately, scholars' understanding of trust formation remains limited. Most models in the trust literature can be classified as rational/historical models (Kramer, 1999; s...

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“…Liden et al (1993) showed that demographic similarity between supervisors and employees had no significant effects on the quality of this relationship over time, whereas others found that demographic similarity between supervisors and employees had a positive effect on mutual liking (e.g., Tsui & O'Reilly, 1989). We, therefore, also include surface-level fits in our study, such as fit with regard to gender (e.g., Vecchio & Brazil, 2007), age (e.g., Shore, Cleveland, & Goldberg, 2003) and educational level (Lau, Lam, & Salamon, 2008). Moreover, we incorporate a specific type of fit (guanxi) that is relevant in Chinese cultures.…”

Section: Supervisor Ps Fit Perceptionsmentioning

confidence: 99%

Person–organization and person–supervisor fits: Employee commitments in a Chinese context

2010

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SummaryThe present study simultaneously examined people's perceptions of person-organization (PO) and personsupervisor (PS) fit and related these perceptions to employees' commitments. Three-hundred-and-sixty employee-supervisor dyads from Taiwanese organizations reported about their PO fit and PS fit perceptions. In addition, supervisors reported about their perceptions of fit and guanxi with each of their employees.Results indicated that PO and PS fit perceptions both had an independent and additive relationship with organizational commitment. The link between employee PS fit perceptions and organizational commitment was mediated by commitment to the supervisor. Both employee and supervisor fit perceptions contributed to commitment to the supervisor through their influence on the quality of the leader-member exchange (LMX). Guanxi could not explain additional variance in LMX and supervisor commitment. Implications for theory and practices regarding person-environment fit, commitment, and LMX are discussed. The study findings offered suggestions for a new Theory of Multiple Fits.

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The Impact of Relational Demographics on Perceived Managerial Trustworthiness: Similarity or Norms?

Cited by 47 publications

References 48 publications

Do you really need help? A study of employee supplication and job performance in China

Do you really need help? A study of employee supplication and job performance in China

Trusting the “Look and Feel”: Situational Normality, Situational Aesthetics, and the Perceived Trustworthiness of Organizations

Person–organization and person–supervisor fits: Employee commitments in a Chinese context

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