The Relationship Between Being Perceived as Trustworthy by Coworkers and Individual Performance†

Kurt T. Dirks · Daniel P. Skarlicki

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Job Satisfaction and Organizational Behavior Team Dynamics and Performance Social Power and Status Dynamics

Abstract

Although research has focused on the implications of trusting others, little is known regarding how being trustworthy might influence one's own performance. In this article, the relationship between being perceived as trustworthy by one's coworkers and individual performance is examined. Exchange theory is used to consider the implications of the different factors of trustworthiness (capability, integrity, and benevolence) and how these factors might interact to predict performance. Results of a field study (Study 1) revealed that coworkers' perceptions of an individual's capability and integrity interacted to predict his or her performance. A laboratory study (Study 2) provided further insight into the exchange mechanism underlying this relationship.

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References

2017Exchange and Power in Social Life 1995An Integrative Model Of Organizational Trust 1965Exchange and Power in Social Life.1960The Norm of Reciprocity: A Preliminary Statement 1998Not So Different After All: A Cross-Discipline View Of Trust 1995AFFECT- AND COGNITION-BASED TRUST AS FOUNDATIONS FOR INTERPERSONAL COOPERATION IN ORGANIZATIONS.1991Job Satisfaction and Organizational Commitment as Predictors of Organizational Citizenship and In-Role Behaviors 1988Organizational Citizenship Behavior: The Good Soldier Syndrome.

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2012Social Exchange Theory, Exchange Resources, and Interpersonal Relationships: A Modest Resolution of Theoretical Difficulties 2013Interpersonal Trust within Negotiations: Meta-Analytic Evidence, Critical Contingencies, and Directions for Future Research 2009The differential effect of team members' trust on team performance: The mediation role of team cohesion 2011Beyond shared perceptions of trust and monitoring in teams: Implications of asymmetry and dissensus.2020The mediating roles of gratitude and obligation to link employees’ social exchange relationships and prosocial behavior

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