We Trust You! A Multilevel-Multireferent Model Based on Organizational Trust to Explain Performance
![Thumbnail](/xmlui/bitstream/handle/10234/193115/ijerph-18-04241-v4.pdf.jpg?sequence=5&isAllowed=y)
View/ Open
Impact
![Google Scholar](/xmlui/themes/Mirage2/images/uji/logo_google.png)
![Microsoft Academico](/xmlui/themes/Mirage2/images/uji/logo_microsoft.png)
Metadata
Show full item recordcomunitat-uji-handle:10234/9
comunitat-uji-handle2:10234/8034
comunitat-uji-handle3:10234/8637
comunitat-uji-handle4:
INVESTIGACIONMetadata
Title
We Trust You! A Multilevel-Multireferent Model Based on Organizational Trust to Explain PerformanceDate
2021-04-16Publisher
MDPIISSN
1660-4601; 1661-7827Bibliographic citation
Salanova, M.; Acosta-Antognoni, H.; Llorens, S.; Le Blanc, P. We Trust You! A Multilevel-Multireferent Model Based on Organizational Trust to Explain Performance. Int. J. Environ. Res. Public Health 2021, 18, 4241. https://doi.org/10.3390/ ijerph18084241Type
info:eu-repo/semantics/articlePublisher version
https://www.mdpi.com/1660-4601/18/8/4241Version
info:eu-repo/semantics/publishedVersionSubject
Abstract
This study tests organizational trust as the psychosocial mechanism that explains how
healthy organizational practices and team resources predict multilevel performance in organizations
and teams, respectively. In ... [+]
This study tests organizational trust as the psychosocial mechanism that explains how
healthy organizational practices and team resources predict multilevel performance in organizations
and teams, respectively. In our methodology, we collect data in a sample of 890 employees from
177 teams and their immediate supervisors from 31 Spanish companies. Our results from the
multilevel analysis show two independent processes predicting organizational performance (return
on assets, ROA) and performance ratings by immediate supervisors, operating at the organizational
and team levels, respectively. We have found evidence for a theoretical and functional quasiisomorphism. First, based on social exchange theory, we found evidence for our prediction that
when organizations implement healthy practices and teams provide resources, employees trust their
top managers (vertical trust) and coworkers (horizontal trust) and try to reciprocate these benefits
by improving their performance. Second, (relationships among) constructs are similar at different
levels of analysis, which may inform HRM officers and managers about which type of practices and
resources can help to enhance trust and improve performance in organizations. The present study
contributes to the scarce research on the role of trust at collective (i.e., organizational and team) levels
as a psychological mechanism that explains how organizational practices and team resources are
linked to organizational performance. [-]
Is part of
International Journal of Environmental Research and Public Health. Vol. 18, Iss. 8, Núm. 4241 (April-2 2021)Funder Name
Ministerio de Economía y Competitividad (España) | Universitat Jaume I
Project code
#PSI2015-64933-R | UJI-B2017-81 | P1.1B2014-40
Rights
info:eu-repo/semantics/openAccess
This item appears in the folowing collection(s)
- PSI_Articles [597]
The following license files are associated with this item:
Except where otherwise noted, this item's license is described as © 2021 by the authors. Licensee MDPI, Basel, Switzerland. This article is an open access article distributed under the terms and
conditions of the Creative Commons Attribution (CC BY) license (https://creativecommons.org/licenses/by/4.0/).