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Wells, Carole V.; Kipnis, David

doi:10.1023/a:1007871001157

Cited by 49 publications

(7 citation statements)

References 28 publications

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“…Supervisors are formal representatives of the organization who possess the authority to make decisions that significantly impact newcomers, such as work assignments, performance evaluations, or training and development opportunities (Dirks & Ferrin, 2002;Wells & Kipnis, 2001). They also have some control over the flow of formal information and the allocation of work-related resources (Gilbreath & Benson, 2004;Tyler & Degoey, 1996).…”

Section: Hypotheses Developmentmentioning

confidence: 99%

Organizational socialization tactics and newcomer adjustment: The mediating role of role clarity and affect‐based trust relationships

Lapointe

Vandenberghe

Boudrias

2014

J Occupat & Organ Psyc

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This study examines two routes through which organizational socialization tactics influence newcomers' adjustment: (1) through reducing job‐related uncertainty and (2) through the development of social‐exchange relationships with the supervisor and co‐workers. Consistent with predictions, our 3‐wave study of a sample of 224 newcomers found Time 2 role clarity, indicative of the uncertainty reduction route, to mediate a positive relationship between Time 1 socialization tactics and Time 3 self‐rated task performance. We also found Time 2 affect‐based trust towards supervisors and co‐workers, indicative of the social exchange route, to mediate a positive relationship between Time 1 socialization tactics and Time 3 affective organizational commitment. Taken together, our results suggest that uncertainty reduction and social exchange act as complementary routes during entry, with the former facilitating perceived work effectiveness and the latter explaining newcomers' psychological bond with the organization. Implications for future research and practice are discussed. Practitioner points The importance of trust in organizations is increasingly recognized. Our results suggest that affect‐based trust towards supervisors and co‐workers plays important roles in mediating the relationships between organizational socialization tactics and newcomer adjustment and, more particularly, newcomers' psychological bond with the organization. Role clarity was found to mediate the relationship between organizational socialization tactics and self‐rated task performance. Therefore, it seems more important to explain newcomers' perceived work effectiveness. This study's results emphasize the necessity for organizations to adopt a holistic approach to newcomer socialization, involving both learning processes and relationship‐building opportunities.

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Section: Hypotheses Developmentmentioning

confidence: 99%

Organizational socialization tactics and newcomer adjustment: The mediating role of role clarity and affect‐based trust relationships

Lapointe

Vandenberghe

Boudrias

2014

J Occupat & Organ Psyc

View full text Add to dashboard Cite

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“…Employee trust is important-it is associated with employee satisfaction, perceptions of organizational effectiveness (Ellis & Shockley-Zalabak, 2001), and increased interaction with superiors (Wells & Kipnis, 2001). Ferrin, Dirks, and Shah (2006) found that when two coworkers had similar relationships with others outside their dyad in an organization, the coworkers trusted one another more.…”

Section: Peer Perceptions and Communicationmentioning

confidence: 99%

Relational Implications of Gay and Lesbian Workplace Romances: Understanding Trust, Deception, and Credibility

Horan

Chory

2013

International Journal of Business Communication

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This study examines the relational implications of same-sex workplace romances (WRs) and compares results with findings for heterosexual WRs. Working adults (N = 147; M age = 30.87 years old) read a scenario describing a same-sex WR and completed measures of deception, trust, and credibility. Results indicate that employees trust gay and lesbian peers dating superiors less, are more likely to deceive them, and view them as less credible than gay and lesbian peers dating other peers. Employees also perceive gay coworkers as more caring and of higher character than they perceive lesbian coworkers. Comparisons with prior research indicate that peers report less deception with gay and lesbian coworkers and higher perceptions of gay and lesbian coworkers’ caring and character compared with heterosexual coworkers. Sex of the peer affected perceptions of gay and lesbian, but not heterosexual peers. There were no differences in the effect sizes for dating a superior versus a peer between gay and lesbian and heterosexual WRs.

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“…Previous studies on trust in subordinates have highlighted character-based aspects such as receptivity, availability, competence and motivation (Wells & Kipnis, 2001;Werbel & Henriques, 2009). Our results indicate that trust in subordinate leaders is influenced by additional aspects, mainly management competence but also communication-and relationship-related aspects.…”

Section: Journal Of Trust Research 139mentioning

confidence: 99%

“…When asking the respondents what contributed to trust, it would be natural to consider leaders who have gained trust. Wells and Kipnis (2001) found that managers used personal-related characteristics to explain distrust in subordinates. The same pattern was found when examining subordinates' trust in superior managers.…”

Section: Limitations and Future Outlookmentioning

confidence: 99%

Trust in a military context: What contributes to trust in superior and subordinate leaders?

Brandebo

Sjöberg

Larsson

et al. 2013

Journal of Trust Research

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The aim was to explore which components military personnel in peacekeeping operations perceive as contributing to trust in their superior and subordinate leaders during international or national operations or exercises. Data were collected among 591 military officers and cadets from Norway and Sweden using a questionnaire with open-ended questions. Two superior categories emerged: Individual-Related Characteristics and Communication-and Relationship-Related Characteristics. The former is made up of the higher-level categories Personal attributes and Experience and competence. The latter is derived from the higherlevel categories Consideration and inspiration and Effective communication. In turn, all higher-level categories are underpinned by a number of subcategories (13 altogether). When comparing trust in superior leaders with trust in subordinate leaders, the results show that trust in superiors is characterised to a greater extent by Communication-and Relationship-related characteristics and also by Experience and professional knowledge. Trust in subordinate leaders is characterised to a greater extent by Personal attributes and Management competence.

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Untitled

Cited by 49 publications

References 28 publications

Organizational socialization tactics and newcomer adjustment: The mediating role of role clarity and affect‐based trust relationships

Organizational socialization tactics and newcomer adjustment: The mediating role of role clarity and affect‐based trust relationships

Relational Implications of Gay and Lesbian Workplace Romances: Understanding Trust, Deception, and Credibility

Trust in a military context: What contributes to trust in superior and subordinate leaders?

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