Effects of Perceived "Being Trusted, Trusting, and Mutual Trust" on Subordinate's Job Performance

• Main Authors: HUANG,SU-CHENG, 黃素真
• Other Authors: CHEN,SONG
• Format: Others
• Language: zh-TW
• Published: 2016
• Online Access: http://ndltd.ncl.edu.tw/handle/70015793258560678447

碩士 === 崑山科技大學 === 企業管理研究所 === 104 === How to develop interpersonal trust between supervisor and subordinate, which in turn motivates subordinates paying more efforts on job performances, has long been a topic of research interest to academicians and practitioners. However, precious research examining interpersonal trust has focused predominantly on the relationships between trusting in supervisors and subsequent subordinates' job performance, little research probed into the effects of feeling trusted by the supervisor, or perceived mutual trust by subordinates on the subordinate’s job performance. The purpose of this research is focused on two aspects. First, would perceived being trusted by the supervisor and trusting in the supervisor affect subordinates' job performance, including in-role performance and organizational citizenship behavior (OCB). Second, whether it would affect job performance if the subordinate perceives mutual trust between supervisor and subordinate. 251 supervisor-subordinate dyads from small and medium enterprises in Taiwan were sampled as subjects. The result of regression analysis reveals that only the trusting in supervisors by the subordinates can positively affect their in-role performances and OCB. Moreover, the research showed a positive affect for OCB of the interaction between trusting the supervisor and perceived being trusted by the supervisor. Finally, the theoretical and managerial implications were drawn based on the study findings, and recommendations for future researchers were made.