The Structure of Interpersonal Trust in the Workplace

Schindler, Paul L.; Thomas, Cher

doi:10.2466/pr0.1993.73.2.563

Cited by 93 publications

(53 citation statements)

References 9 publications

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“…There are many accounts of workplace trust in the psychological, management and educational literatures (Barling & Phillips, 1993;Butler, 1991;Butler & Cantrell, 1984;Hart et al, 1986;McLelland, 1987;Schindler & Thomas, 1993). Most seek contextual or personality constructs-such as competence, consistency, loyalty, integrity, openness, shared values and congruity-that can be shown to be signi cantly correlated with indications of trust.…”

Section: The Demands Of Trust Buildingmentioning

confidence: 95%

Issues in Supervisory Facilitation

Hughes¹

2002

Studies in Continuing Education

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Section: The Demands Of Trust Buildingmentioning

confidence: 95%

Issues in Supervisory Facilitation

Hughes¹

2002

Studies in Continuing Education

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“…Openness, the willingness to give and receive ideas, is another element of the process basis of trust. Interestingly, consistency and openness are more important for trust in peers than for trust in supervisors or subordinates (Schindler & Thomas, 1993).…”

Section: Basis Of Trust: Levels Of Detail and Of Attributional Abstramentioning

confidence: 99%

Trust in Automation: Designing for Appropriate Reliance

Lee

See²

2004

Human Factors: The Journal of the Human Factors and Ergonomics

1,663

1,642

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Automation is often problematic because people fail to rely upon it appropriately. Because people respond to technology socially, trust influences reliance on automation. In particular, trust guides reliance when complexity and unanticipated situations make a complete understanding of the automation impractical. This review considers trust from the organizational, sociological, interpersonal, psychological, and neurological perspectives. It considers how the context, automation characteristics, and cognitive processes affect the appropriateness of trust. The context in which the automation is used influences automation performance and provides a goal-oriented perspective to assess automation characteristics along a dimension of attributional abstraction. These characteristics can influence trust through analytic, analogical, and affective processes. The challenges of extrapolating the concept of trust in people to trust in automation are discussed. A conceptual model integrates research regarding trust in automation and describes the dynamics of trust, the role of context, and the influence of display characteristics. Actual or potential applications of this research include improved designs of systems that require people to manage imperfect automation.

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“…Other key qualities of managers related to trust include competence, fairness, and openness (Clark and Payne, 1997;Schindler and Thomas, 1993). Competence is vital since people are unlikely to listen to or depend upon someone whose abilities they don't respect.…”

Section: Towards a Conceptual Framework Of Leadership Trustmentioning

confidence: 99%

The production of trust during organizational change

Lines

Selart

Espedal

et al. 2005

Journal of Change Management

131

107

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This paper investigates the relationships between organizational change and trust in management. It is argued that organizational change represents a critical episode for the production and destruction of trust in management. Although trust in management is seen as a semi stable psychological state, changes in organizations make trust issues salient and organizational members attend to and process trust relevant information resulting in a reassessment of their trust in management. The direction and magnitude of change in trust is dependent on a set of change dimensions that reflect trust relevant experiences and information. We distinguish between dimensions related to trust relevant consequences of the change and trust relevant aspects of how the change process is performed. Empirical results indicate that increases in post change emotional stress and the use of referential accounts for justifying change are both negatively related to post change trust in management. The use of ideological accounts and participation were found to be positively related to post change trust in management, so was perceived decision quality. Findings also indicate that the effects of change on trust are negatively moderated by tenure.

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The Structure of Interpersonal Trust in the Workplace

Cited by 93 publications

References 9 publications

Issues in Supervisory Facilitation

Issues in Supervisory Facilitation

Trust in Automation: Designing for Appropriate Reliance

The production of trust during organizational change

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