Trust and the Design of Work Complementary Constructs in Satisfaction and Performance

By J. Cunningham, James N. MacGregor. 2000

213 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/19b1ba1cf92a1bd06aaf8804534eec09275bb09a

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Effects of Trust in Superiors and Influence of Superiors on the Association Between Individual-Job Congruence and Job Performance/Satisfaction (2003, background): “Cunningham and MacGregor (2000) found that trust affects the outcome variables of absence, intention to quit, satisfaction and performance.”
The relationship between ‘high-performance work practices’ and employee attitudes: an investigation of additive and interaction effects (2007, background): “…outside the HPWS framework have also shown that the level of trust workers show in their management is consistently and positively correlated with organizational commitment (e.g. Gopinath and Becker, 2000; Pearce, 1993), as well as with job satisfaction (e.g. Cunningham and MacGregor, 2000).”
The production of trust during organizational change (2005, background): “The second perspective centres on to what extent a follower experiences vulnerability in a hierarchical relationship based on the perception of the leader’s character (Mayer et al., 1995; Cunningham and MacGregor, 2000).”
A Fresh Look at Followership: A Model for Matching Followership and Leadership Styles (2006, background): “…and the matching of followership and leadership styles reinforce themes identified in the literature on the relationships between followers and leaders (Cole, 1999; Goffee & Jones, 2001; Chaleff, 1995; Ehrhart & Klein, 2001; Cunningham & MacGregor, 2000; Hanges et al., 2001; Mumford et al., 2000).”
Co‐worker trust as a social catalyst for constructive employee attitudes (2004, background): “Trust is also thought to operationalise citizenship behaviours (Robinson and Morrison, 1995), job satisfaction (Cunningham and MacGregor, 2000), and reduce non-need fulfillment (Cook and Wall, 1980).”
An empirical test of trust-building processes and outcomes in sales manager-salesperson relationships (2003, background): “Cunningham and MacGregor (2000) defined competence as a component of leader-member exchange quality, a construct that they consider separate from trust.”
Sickness Presenteeism, Sickness Absenteeism, and Health Following Restructuring in a Public Service Organization (2007, background): “Six items measured trust, as a composite of the perceived competency, goodwill and reliability of colleagues; for example, ‘I can usually count on people around here to do what they promise’ (Cunningham and MacGregor, 2000) (a = 0.”
Commitment to Change: Contributions to Trust in the Supervisor and Work Outcomes (2009, background): “Several studies have revealed significant positive relationships between trust in the supervisor and several work outcomes, such as performance, citizenship behaviors, and job satisfaction (e.g., Aryee, Budhwar, & Chen, 2002; J. B. Cunningham & MacGregor, 2000; Neves & Caetano, 2006).”
Trust and improvement in schools (2007, background): “In organizations, a minimal level of both institutional and relational trust is required for effective functioning in work settings ( Cunningham & MacGregor, 2000; Shapiro, 1987).”
Going back to the source: Why do people trust each other? (2011, background): “I suspect that ‘predictability’/ ‘reliability’ is an additional and distinct dimension (Dietz & den Hartog, 2006), as do Cunningham and McGregor (2000), Mishra and Mishra (2008), and Tzafrir and Dolan (2004).”
A qualitative meta-analysis of trust in supervisor-subordinate relationships (2015, background): “11 (Cunningham and MacGregor, 2000). As with findings for job performance, Yang and Mossholder (2010) show job satisfaction as being significantly increased not by affective trust but by cognitive trust.”
Understanding the factors that determine workplace coaching effectiveness: a systematic literature review (2018, methodology): “Examples of research using this perspective include models of trust based on characteristics of the trustee (Mayer et al., 1995), research on perceptions of supervisor characteristics (e.g., Cunningham & MacGregor, 2000), and research on some forms of leader behaviour (Jones, James, & Bruni, 1975).”