Trust in Management and Performance: Who Minds the Shop While the Employees Watch the Boss?

By Roger C. Mayer, M. Gavin. 2005

400 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/2667c0db7ce7ffeba43f9a9d259889d44b31ecda

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In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Models of Interpersonal Trust Development: Theoretical Approaches, Empirical Evidence, and Future Directions (2006, methodology): “” Two notable exceptions are the 5-item measure recently revised by Mayer and Gavin (2005) and a 10-item measure developed and validated by Gillespie (2003).”
Trust in leadership: A multi-level review and integration (2007, background): “In addition, when team members do not trust their leader, more time will be spent monitoring the leader's actions as well as documenting personal performance to protect oneself as opposed to performing important team tasks (Mayer & Gavin, 2005).”
The role of diversity practices and inclusion in promoting trust and employee engagement (2015, background): “Researchers have argued that trust in colleagues allows employees to become fully dedicated to and absorbed in their work by reducing the need to monitor or worry about colleagues’ unfavorable actions (Mayer & Gavin, 2005).”
RETRACTED: Psychological processes linking authentic leadership to follower behaviors (2010, background): “Other research has also shown that employees who experience more honest and trusting relationships with their supervisors display higher levels of OCB (Mayer & Gavin, 2005; Organ et al., 2006).”
Trust in Typical and High-Reliability Contexts: Building and Reacting to Trust among Firefighters (2011, methodology): “Measures based on a willingness-to-be-vulnerable definition are typically used in conjunction with Mayer and colleagues’ (1995) unitary conceptualization of trust, but those measures have sometimes proven unreliable (Mayer & Davis, 1999; Mayer & Gavin, 2005; Schoorman, Mayer, & Davis, 2007).”
The Development and Validation of a New Machiavellianism Scale (2009, neutral): “…attitudes, enhanced team processes, higher levels of cooperation, better task performance, leader-member exchange, and organizational justice (e.g., Dirks, 2000; Dirks & Ferrin, 2001, 2002; Korsgaard, Brodt, & Whitener, 2002; Mayer et al., 1995; Mayer & Gavin, 2005; Serva, Fuller, & Mayer, 2005).”
Formation of Stakeholder Trust in Business and the Role of Personal Values (2015, positive): “Scholars have repeatedly argued and empirically supported the role of organizational trustworthiness in the trust formation process (Davis et al. 2000; Mayer and Davis 1999; Mayer and Gavin 2005; Mayer et al. 1995).”
Work Engagement and its Relationship with State and Trait Trust: A Conceptual Analysis (2008, background): “In addition, in a low trust work environment employees are likely to expend enormous amount of their time and energy on monitoring the actions of others and therefore are liable to loose focus on achieving their work goals (Dirks, 1999; Mayer & Gavin, 2005).”
Trust in management and knowledge sharing: The mediating effects of fear and knowledge documentation (2008, background): “Mayer and Gavin [42] refer to trust in management to analyze its effects on performance and the ability to focus employees’ attention on the tasks that need to be done to add value to their firm.”
Development of a global measure of job embeddedness and integration into a traditional model of voluntary turnover. (2007, methodology): “Therefore, in accordance with common theory-trimming practices (Anderson & Gerbing, 1988; Mayer & Gavin, 2005), we independently tested each of the four direct links between global and composite job embeddedness, on the one hand, and subsequent intentions to quit and turnover, on the other, by…”
Linking organizational trust with employee engagement: the role of psychological empowerment (2014, background): “In this situation, employees are bound to concentrate on the work that needs to be done rather than feeling concerned about other issues, such as the sustainability of their future employment (Mayer & Gavin, 2005).”
An Integrative Model of Organizational Trust: Past, Present, and Future (2007, background): “We feel that this presents a fruitful area for future research.”