Scholars in various disciplines have considered the causes, nature, and effects of trust. Prior approaches to studying trust are considered, including characteristics of the trustor, the trustee, and the role of risk. A definition of trust and a model of its antecedents and outcomes are presented, which integrate research from multiple disciplines and differentiate trust from similar constructs. Several research propositions based on the model are presented.

/pdf/an-integrative-model-of-organizational-trust-2xzw1trbi7.pdf

An Integrative Model Of Organizational Trust

Examines whether the positive association between social support and well-being is attributable more to an overall beneficial effect of support (main- or direct-effect model) or to a process of support protecting persons from potentially adverse effects of stressful events (buffering model). The review of studies is organized according to (1) whether a measure assesses support structure (the existence of relationships) or function (the extent to which one's interpersonal relationships provide particular resources) and (2) the degree of specificity (vs globality) of the scale. Special attention is given to methodological characteristics that are requisite for a fair comparison of the models. It is concluded that there is evidence consistent with both models. Evidence for the buffering model is found when the social support measure assesses the perceived availability of interpersonal resources that are responsive to the needs elicited by stressful events. Evidence for a main effect model is found when the support measure assesses a person's degree of integration in a large social network. Both conceptualizations of social support are correct in some respects, but each represents a different process through which social support may affect well-being. Implications for theories of social support processes and for the design of preventive interventions are discussed.

/pdf/stress-social-support-and-the-buffering-hypothesis-37b7abjbst.pdf

Stress, social support, and the buffering hypothesis.

This study began with the premise that people can use varying degrees of their selves, physically, cognitively, and emotionally, in work role performances, which has implications for both their wor...

https://www.jstor.org/stable/pdfplus/256287.pdf

Psychological Conditions of Personal Engagement and Disengagement at Work

The literature reflects remarkably little effort to develop a framework for understanding the implementation of the marketing concept. The authors synthesize extant knowledge on the subject and pro...

Market orientation: The construct, research propositions, and managerial implications.

An examination of the literature on conflict between work and family roles suggests that work-family conflict exists when: (a) time devoted to the requirements of one role makes it difficult to fulfill requirements of another; (b) strain from participation in one role makes it difficult to fulfill requirements of another; and (c) specific behaviors required by one role make it difficult to fulfill the requirements of another. A model of work-family conflict is proposed, and a series of research propositions is presented.

https://www.jstor.org/stable/pdf/258214.pdf

Sources of Conflict Between Work and Family Roles

Organizational climate: A review of theory and research.

Psychological climate: Dimensions and relationships of individual and aggregated work environment perceptions☆

Three types of supervisor-subordinate similarity were identified: (a) perceived similarity, perceptions of how similar the supervisor and subordinate are; (b) perceptual congruence, similarity of perceptions about behaviors important in receiving a high merit pay raise; and (c) actual similarity of individual characteristics. The relation(s) among the types of similarity and of each type with various employee outcomes were examined. Results supported the distinctions among types. Each type was related to subordinate performance. Results were less consistent for job satisfaction and pay ratings. Perceived similarity yielded the strongest relation with the dependent variables. The findings also suggest that similarity affects evaluations not only through bias, but also partly because of differences in supervisor-subordinate interactions. Numerous studies have identified factors that affect performance ratings. One such factor is supervisor-subordinate similarity (Landy & Farr, 1980). The present study explores possible effects of three types of similarity: (a) perceived similarity between the evaluator and another person, (b) similarity of supervisor and subordinate perceptions about aspects of the work environment, and (c) actual or demographic similarity. In research on perceived similarity it has generally been assumed that a person who is perceived as similar to the evaluator is more attractive, so that decisions and evaluations regarding that person are biased positively (Byrne, 196 l; Byrne, Young, & Griffitt, 1966). Experimental manipulations of similarity have generally supported this assumption. Persons seen as similar in attitudes and background were treated and evaluated more favorably than were those seen as dissimilar (Baskett, 1973; Golightly, Huffman, & Byrne, 1972; Griffitt & Jackson, 1970; Peters & Terborg, 1975; Rand & Wexley, 1975; Wexley & Nemeroff, 1974). However, studies conducted in the field suggested that the biasing effects of similarity might be less robust and more subject to individual differences than the aforementioned results indicate. Pulakos and Wexley (1983) found that perceived similarity between managers and their subordinates led both to give higher performance ratings to the other, but studies involving college and job-applicant interviews found sizable individual differences in the effects of perceived similarity (Frank & Hackman, 1975; Sydiaha, 1962). Finally, Dalessio and Imada (1984) found that the decision made by most interviewers re

Allan P. Jones

Papers

Organizational climate: A review of theory and research.

Psychological climate: Dimensions and relationships of individual and aggregated work environment perceptions☆

Supervisor-subordinate similarity: types, effects, and mechanisms.

Co-worker and leader support as moderators of stress-strain relationships in work situations.

Organizational structure: a review of structural dimensions and their conceptual relationships with individual attitudes and behavior