组织内信任对任务绩效的影响效应

通过问卷调查,对组织内信任与工作绩效之间的关系进行了研究。研究采用结构方程建模方法,通过建构6个嵌套模型和2个非嵌套模型,将其与假设模型进行比较验证研究假设。结果表明,个体对于直接领导、同事和高层管理者的信任都会对个体的工作绩效产生影响,并且彼此间的效应相互独立,彼此互补。同时,研究也讨论了多种不同信任对个体工作行为产生影响的过程中,个体对不同对象知觉对其行为复杂影响,并发现对高层管理者信任对工作绩效的影响效应部分由对直接领导的信任中介     

Friend or foe: the effect of implicit trustworthiness judgments in social decision-making

The human face appears to play a key role in signaling social intentions and usually people form reliable and strong impressions on the basis of someone's facial appearance. Therefore, facial signals could have a substantial influence on how people evaluate and behave towards another person in a social interaction, such as an interactive risky decision-making game. Indeed, there is a growing body of evidence that demonstrates that social behavior plays a crucial role in human decision-making. Although previous research has demonstrated that explicit social information about one's partner can influence decision-making behavior, such as knowledge about the partner's moral status, much less is known about how implicit facial social cues affect strategic decision-making. One particular social cue that may be especially important in assessing how to interact with a partner is facial trustworthiness, a rapid, implicit assessment of the likelihood that the partner will reciprocate a generous gesture. In this experiment, we tested the hypothesis that implicit processing of trustworthiness is related to the degree to which participants cooperate with previously unknown partners. Participants played a Trust Game with 79 hypothetical partners who were previously rated on subjective trustworthiness. In each game, participants made a decision about how much to trust their partner, as measured by how much money they invested with that partner, with no guarantee of return. As predicted, people invested more money in partners who were subjectively rated as more trustworthy, despite no objective relationship between these factors. Moreover, the relationship between the amount of money offered seemed to be stronger for trustworthy faces as compared to untrustworthy faces. Overall, these data indicate that the perceived trustworthiness is a strong and important social cue that influences decision-making.     

Getting off on the right foot: The role of openness to experience in fostering initial trust between culturally dissimilar partners

Cross-cultural partnerships can provide a competitive edge for organizations, but also hinder trust between individuals, and thus the flow of diverse knowledge that facilitates positive organizational outcomes. We investigate whether openness to experience (openness, in short) protects against lower trust in cross-cultural partnerships by weakening the effect of cultural diversity on trust formation processes (defined by perceived similarity and trustworthiness, serially). We randomly assigned White, American participants to partners from either the same or different (i.e., Chinese) cultural background. After introductions, participants rated their partner’s similarity and trustworthiness, and played a game assessing behavioral trust. Openness was measured 3–7 days prior. People high (versus low) on openness were more trusting towards culturally dissimilar partners because they perceived them as more similar, and thus more trustworthy.     

Organizational trust among job seekers: The role of information‐seeking and reciprocation wariness

This study explores job seekers’ information‐seeking and pre‐hire trust, and the role of reciprocation wariness in the development of pre‐hire trust. Individuals seeking a job with a technology company (N = 192) reported their perceptions of the organization’s website usability and perceived similarity to their recruiter, organizational trustworthiness and trust, and intent to accept a job offer. Wariness moderated the relationship between website usability perceptions and trustworthiness. Unexpectedly, the interaction was in the opposite direction of what we predicted. In addition, job seekers’ perceived similarity to their recruiter related to trustworthiness, and trust related to intent to accept a job offer. Our findings suggest that to some extent, recruiting organizations can encourage trust perceptions in the pre‐hire context.     

Leader trustworthy behavior and organizational trust: the role of the immediate manager for cultivating trust

Drawing from both trust‐building theory and interpersonal trust literature, we investigate how trust between a leader and follower may be leveraged to influence organizational trust. We also explore the mediating mechanisms of this link and test a potential moderator. A cross‐sectional, multifoci design was adopted and participants were 201 employees within a public sector organization. Leader trustworthy behavior was found to predict organizational trust, mediated by trustworthiness perceptions and trust in the leader. Support for the boundary condition was found; namely, when leaders were more senior, the relationship between trustworthy behavior and organizational trust was stronger. The findings suggest that leaders can meaningfully influence organizational trust perceptions through the enactment of trustworthy behavior, although the strength of this effect varied as a function of their position.     

Trust in the face of conflict: the role of managerial trustworthy behavior and organizational context

The authors explored the role of attributions in shaping employees' trust in their managers in the context of negative events. The authors examined how 2 forms of managerial trustworthy behavior (open communication and demonstrating concern for employees) and organizational policies relate to attributions, trust in the manager, and organizational citizenship behavior. Participants were 115 credit union employees who responded to a critical incident regarding a disagreement with their managers. As hypothesized, trustworthy behavior was negatively related to attributions of personal responsibility for negative encounters, and this relationship was stronger when human resource policies were perceived as unfair. Managerial trustworthy behavior was also positively related to trust in the manager and organizational citizenship behavior. Personal attributions partially mediated the relationship between trustworthy behavior and trust.     

高确定性情绪（开心、愤怒）与低确定性情绪（悲伤）对信任的影响

本研究通过信任游戏的实验范式探讨了在与“受信任者”高/低可信赖性有关的信任线索时,具体情绪的确定性维度对信任行为的影响。实验一发现,当被试被告知“受信任者”在可信赖量表上的得分（高/低）时,个体在高确定性情绪（开心和愤怒）下的信任判断比低确定性情绪（悲伤）下的信任判断上更容易被受信任者的“可信赖性”水平的高低所影响;实验二发现,当告知被试“受信任者”的群体身份（内/外群）时,个体在高确定性情绪（开心和愤怒）下的信任判断比低确定性情绪（悲伤）下的信任判断更容易被受信任者的“内外群”身份所影响。上述结果表明,高确定性的情绪比低确定性的情绪更容易使被试的信任判断受到与“受信任者”是否值得信赖有关的线索所影响。     

Learning about faces: effects of trustworthiness on affective evaluation

The results of two studies on the relationship between evaluations of trustworthiness, valence and arousal of faces are reported. In Experiment 1, valence and trustworthiness judgments of faces were positively correlated, while arousal was negatively correlated with both trustworthiness and valence. In Experiment 2, learning about faces based on their emotional expression and the extent to which this learning is influenced by perceived trustworthiness was investigated. Neutral faces of different models differing in trustworthiness were repeatedly associated with happy or with angry expressions and the participants were asked to categorize each neutral face as belonging to a "friend" or to an "enemy" based on these associations. Four pairing conditions were defined in terms of the congruency between trustworthiness level and expression: Trustworthy-congruent, trustworthy-incongruent, untrustworthy-congruent and untrustworthy-incongruent. Categorization accuracy during the learning phase and face evaluation after learning were measured. During learning, participants learned to categorize with similar efficiency trustworthy and untrustworthy faces as friends or enemies and thus no effects of congruency were found. In the evaluation phase, faces of enemies were rated as more negative and arousing than those of friends, thus showing that learning was effective to change the affective value of the faces. However, faces of untrustworthy models were still judged on average more negative and arousing than those of trustworthy ones. In conclusion, although face trustworthiness did not influence learning of associations between faces and positive or negative social information it did have a significant influence on face evaluation that was manifest even after that learning.     

Why do Managers Engage in Trustworthy Behavior? A Multilevel Cross‐Cultural Study in 18 Countries

Drawing on theories of generalized exchange and the norm of indirect reciprocity, we conceptualize subordinates’ organizational citizenship behavior directed toward the organization (OCBO) and directed toward peers (OCBI) as antecedents of managerial trustworthy behavior and examine how managers’ affective trust in subordinates mediates this relationship. We also investigate the extent to which this mediation is moderated by the level of collectivism in a society. Data were collected from 741 managers and 2,111 subordinates in 18 countries representing all major cultural regions of the world. We find support for our hypothesized moderated mediation in that managers’ affective trust in subordinates mediates the relationships between both subordinates’ OCBO and managerial trustworthy behavior, and subordinates’ OCBI and managerial trustworthy behavior across the different countries studied. Further, managers’ affective trust in subordinates only mediates the relationships between both types of citizenship behavior and managerial trustworthy behavior when collectivism is low to medium but not when it is high. Implications for research on cross‐cultural psychology, trust, and organizational citizenship behavior are discussed.     

Perceived trustworthiness of faces drives trust behaviour in children

Facial appearances can powerfully influence adults' trust behaviour, despite limited evidence that these cues constitute honest signals of trustworthiness. It is not clear, however, whether the same is also true for children. The current study investigated whether, like adults, 5‐year‐olds and 10‐year‐olds are more likely to place their trust in partners that look trustworthy than those that look untrustworthy. A second, closely related question was whether children also explicitly value the information from face cues when making trust decisions. We investigated these questions using Token Quest: an economic trust game that gave participants the opportunity to make investments with a series of partners who might (or might not) repay their trust with large returns. These interactions occurred under different conditions, including one in which participants were shown the face of each partner and another in which they could ‘purchase’ access to faces with a portion of their investment capital. Results indicated that, like adults, 10‐year‐old children selectively placed their trust in those partners they perceived as looking trustworthy and many were willing to ‘pay’ to purchase access to these face cues during the trust game. We observed a similar profile of trust behaviour in 5‐year‐olds, with no significant group difference in the impact of face cues on behaviour across the three age groups. Together, these findings indicate that the influence of face cues on trust behaviour emerges early, and highlight a capacity for sophisticated social cognition in young children.     

面孔可信度评价调节：经验迁移假说的提出与验证

面孔可信度评价对人际信任和合作行为有重要影响。以往研究发现面部特征、背景环境等附加信息能通过自下而上、自上而下两种方式调节人们对他人面孔可信度的评价, 但具体的起效和失效机制尚不清晰。针对这一问题, 本文提出了“经验迁移假说”, 并对两类调节方式的认知机制、经验迁移的边界条件和调节过程进行探究。本研究为深化理解人际信任的调控机制提供理论和实证依据。     

Impact of Organizational Identification and Psychological Safety on Initial Perceptions of Coworker Trustworthiness

Purpose

Initial trustworthiness perceptions serve as anchored reference points for subsequent trust perceptions and associated behavioral choices in organizations. Examining the relationship between the employee and the organization is an underexplored influence on such perceptions. This study is an investigation of how perceived psychological safety (PS) in the work environment and level of organizational identification (OI) influence initial perceptions of others?? trustworthiness.

Design/Methodology/Approach

Data were obtained through survey and scenario methods from a sample of high-potential managers (n?=?155) during participation in a leadership development training course.

Findings

Results demonstrate that both disposition to trust and PS have positive relationships with initial perceptions of others?? trustworthiness. There is also a significant negative moderating effect of OI on the relationship between psychology safety and perceived trustworthiness. PS has a strong positive significant relationship with initial perceptions of others?? trustworthiness when OI is low. This relationship is non-significant when OI is high.

Implications

This study provides evidence that the relationship between the employee and the organization can influence individual perceptions of initial trustworthiness in others.

Originality/Value

Aspects of the relationship between the trustor and the organization have not previously been considered as influences on initial trustworthiness perceptions. PS, often investigated as a direct influence on learning and performance, has not been previously examined as a socialized influence on trustworthiness perceptions.     

Linking Trust to Trustworthiness

Abstract

Trust is valuable when placed in trustworthy agents and activities, but damaging or costly when (mis)placed in untrustworthy agents and activities. So it is puzzling that much contemporary work on trust – such as that based on polling evidence – studies generic attitudes of trust in types of agent, institution or activity in complete abstraction from any account of trustworthiness. Information about others’ generic attitudes of trust or mistrust that take no account of evidence whether those attitudes are well or ill placed can offer little or no help for those who aim to place or refuse trust well. Information about attitudes is evidently useful to those who aim to influence those who hold them, which explains why polls about attitudes are popular with political parties, advertisers and other campaigning organisations. But where we aim not to influence others, but to place and refuse trust intelligently we must link trust to trustworthiness, and must focus on evidence of honesty, competence and reliability.     

Can We Make Sense of the Notion of Trustworthy Technology?

In this paper we raise the question whether technological artifacts can properly speaking be trusted or said to be trustworthy. First, we set out some prevalent accounts of trust and trustworthiness and explain how they compare with the engineer’s notion of reliability. We distinguish between pure rational-choice accounts of trust, which do not differ in principle from mere judgments of reliability, and what we call “motivation-attributing” accounts of trust, which attribute specific motivations to trustworthy entities. Then we consider some examples of technological entities that are, at first glance, best suited to serve as the objects of trust: intelligent systems that interact with users, and complex socio-technical systems. We conclude that the motivation-attributing concept of trustworthiness cannot be straightforwardly applied to these entities. Any applicable notion of trustworthy technology would have to depart significantly from the full-blown notion of trustworthiness associated with interpersonal trust.     

Trust, trustworthiness, and trust propensity: a meta-analytic test of their unique relationships with risk taking and job performance

The trust literature distinguishes trustworthiness (the ability, benevolence, and integrity of a trustee) and trust propensity (a dispositional willingness to rely on others) from trust (the intention to accept vulnerability to a trustee based on positive expectations of his or her actions). Although this distinction has clarified some confusion in the literature, it remains unclear (a) which trust antecedents have the strongest relationships with trust and (b) whether trust fully mediates the effects of trustworthiness and trust propensity on behavioral outcomes. Our meta-analysis of 132 independent samples summarized the relationships between the trust variables and both risk taking and job performance (task performance, citizenship behavior, counterproductive behavior). Meta-analytic structural equation modeling supported a partial mediation model wherein trustworthiness and trust propensity explained incremental variance in the behavioral outcomes when trust was controlled. Further analyses revealed that the trustworthiness dimensions also predicted affective commitment, which had unique relationships with the outcomes when controlling for trust. These results generalized across different types of trust measures (i.e., positive expectations measures, willingness-to-be-vulnerable measures, and direct measures) and different trust referents (i.e., leaders, coworkers).     

The perception of attractiveness and trustworthiness in male faces affects hypothetical voting decisions differently in wartime and peacetime scenarios

Facial appearance of candidates has been linked to real election outcomes. Here we extend these findings by examining the contributions of attractiveness and trustworthiness in male faces to perceived votability. We first use real faces to show that attractiveness and trustworthiness are positively and independently related to perceptions of good leadership (rating study). We then show that computer graphic manipulations of attractiveness and trustworthiness influence choice of leader (Experiments 1 and 2). Finally, we show that changing context from wartime to peacetime can affect which face receives the most votes. Attractive faces were relatively more valued for wartime and trustworthy faces relatively more valued for peacetime (Experiments 1 and 2). This pattern suggests that attractiveness, which may indicate health and fitness, is perceived to be a useful attribute in wartime leaders, whereas trustworthiness, which may indicate prosocial traits, is perceived to be more important during peacetime. Our studies highlight the possible role of facial appearance in voting behaviour and the role of attributions of attractiveness and trust. We also show that there may be no general characteristics of faces that make them perceived as the best choice of leader; leaders may be chosen because of characteristics that are perceived as the best for leaders to possess in particular situations.     

员工被上司信任感的形成机制

现有文献显示员工感知到被上司信任在工作场所中非常重要,因为这种感知会带来许多与工作相关的积极产出。虽然我们已经知道被上司信任感是如何发挥作用的,但是对它的形成机制却知之甚少。忽视这一感知的产生机制将会限制其在管理实践中的有效应用,因为被上司信任感只有被成功地激发才能使信任关系得到建立,并由此对员工的行为产生影响。作为一种由个体对信任相关信息加工而得的感知,员工被上司信任感未必等同于上司实际的信任水平。因此,要想通过让员工感知到被信任来进行有效的管理,作为授信方的上司不仅要主动做出信任的行为,更需要考虑如何让员工准确地感受到自己的信任。 基于符号互动理论和社会信息加工理论,本文构建了一个关于员工被上司信任感形成机制的理论模型。根据该模型,上司的授权与培养这两种管理行为被识别为影响员工被上司信任感产生的重要因素;授权与培养对员工被上司信任感影响的有效性依赖于员工的目标导向、上司的可信度以及团队焦虑水平;员工被上司信任感的产生会影响员工的忠诚与敬业奉献,其影响程度受制于上司所面临的管理风险。 通过揭示上司的信任行为如何以及何时能激发员工被上司信任感并由此对员工的工作行为产生影响,本研究在理论和实践上做出了三个主要的贡献。首先,被信任感不是由授信方或被信任方单独一方决定的,而是在二者的互动中形成。虽然过往研究曾检验过领导风格对被上司信任感的影响,但却未从信任互动的角度进行解释。本文识别出了授权和培养这两种可以传达典型信任信息的管理行为,从而在理论上拓展了关于被上司信任感前因的文献,在实践上为上司如何做可以让员工感受到被信任提供了新的思路。其次,尽管被上司信任感的形成有赖于社会信息加工,却鲜有研究对该过程进行过探索。根据信息加工理论,本研究对被上司信任感产生的机理及边界条件发起了新的对话。我们不仅关注信任信息加工的正反效应,还探索了信息相关度（员工目标导向）与可信度（上司可信度）对这一过程的影响。关注员工目标导向有助于识别基于信任的管理行为的有效目标人群,而关注上司可信度进一步明确了上司在相关信息传达中可能产生的积极或消极的两种不同的影响。实践上,这一探究为管理者提供了重要的指导,帮助他们有针对性地、有效地让员工感知到被信任。最后,通过探讨团队焦虑和管理风险这两个团队层面上的消极因素的调节作用,本文丰富了对上下级信任互动情境的理解。实践上,我们为管理者如何在高不确定和充满挑战性的环境中采用信任管理策略提供了启发。     

A FOLLOW-UP STUDY OF THE RELATIONSHIPS AMONG TRUST,DISCLOSURE, AND INTERPERSONAL SOLIDARITY

This study conceptualized perceived trustworthiness of the individual, self-disclosure to the individual, perceived trustworthiness of people in general, and disclosive tendencies to other people in general to be indicants of a broader construct of trust. Self-disclosure and perceived trustworthiness of the individual were found to be related constructs assessing differential aspects of the trust construct. Likewise, self-disclosure and perceived trustworthiness of the individual were found to be criterial attributes of interpersonal solidarity. These communication-related phenomena indicated the solidarity of interpersonal relationships. In the progress of the research, a 20-item measure of perceived interpersonal solidarity was developed as a criterion for assessing the impact of communication-related variables on interpersonal relationships. Other exploratory research issues were investigated.     

亲亲为大，亲贤仍重：亲疏关系、人情取向对人际信任的影响

本文基于以往理论,提炼出人际交往中影响信任的两大因素：关系因素和个人特质因素,通过两个情景启动实验尝试探索亲疏关系、可信赖特质（能力、善意和诚信）对人际信任的影响机制及其作用的边界条件。结果发现：亲疏关系除了可以直接预测人际信任之外,还可以通过感知被信任者的可信赖特质产生间接影响。此外,个体的人情取向可以分别调节亲疏关系对感知被信任者的能力、诚信特质的效应和通过感知被信任者的能力、诚信特质影响人际信任的间接效应,并且作用的主要对象是关系网中的熟人。本研究对理解当代中国社会在多元文化交融下的人际信任具有重要意义。