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Do organizational controls facilitate or hinder employees' trust in their organization? We addressed this question through a mixed-methods design using three studies. Based on a literature review and an open-response survey study (Study 1), we developed a theoretical model proposing that organizational control is positively related to employees' trust in their organization, and that this relationship is mediated by procedural fairness and organizational prestige. This mediated model was tested and supported in a quantitative survey of 582 European managers and professional employees from a range of organizations (Study 2). A complementary, qualitative interview-based study (Study 3) confirmed that well-implemented controls facilitate trust in the organization; however, poorly implemented control systems that are inconsistent, overly rigid, or incentivize untrustworthy behavior can undermine trust in the organization. [ABSTRACT FROM AUTHOR]

The goal of this article is to develop an empirically grounded framework to analyze how new technologies, particularly those used in the realm of datafication, alter or expand traditional organizational control configurations. Datafication technologies for employee-related data-gathering, analysis, interpretation, and learning are increasingly applied in the workplace. Yet there remains a lack of detailed insight regarding the effects of these technologies on traditional control. To convey a better understanding of such datafication technologies in employee management and control, we used a three-step, exploratory, multi-method morphological analysis. In step 1, we developed a framework based on 26 semi-structured interviews with technological experts. In step 2, we refined and redefined the framework in [...] and redefined the framework in four workshops with scholars specializing in topics that emerged in step 1. In step 3, we evaluated and validated the framework using potential and actual users of datafication technology controls. As a result, our refined and validated "Datafication Technology Control Configuration" (DTCC) framework comprises 11 technology control dimensions and 36 technology control elements, offering the first insights into how datafication technologies can change our understanding of traditional control configurations. Practitioner Commentary: Click the play button below to learn more about the real world impact of this research. [ABSTRACT FROM AUTHOR]

This article analyses the determinants of citizens' trust in the European Commission. We examined four predictors of citizens' trust in political institutions: political participation, value congruence, performance outcomes and attributability of performance outcomes. We argue that these factors impact trust in the European Commission, which is a necessary precondition for making a risky investment and willingness to pay taxes, which can be understood as behavioural consequences of trust. To examine our hypotheses we have implemented a vignette study. Our analyses show that value congruence, the European Commission's perceived performance and attributability impact risky investments via trust, as expected. Political participation exerts a direct significant influence on risky investments. [ABSTRACT FROM AUTHOR]

This study examined how organizational control is related to employees’ organizational trust. We specifically focus on how different forms of control (process, outcome, and normative) relate to employees’ trust in their employing organizations and examine whether such trust in turn relates positively to employee job performance (task performance and organizational citizenship behavior). In addition, and in response to the recommendations of past research, we examined these relationships in a high control and compliance-based cultural context. Using data from 105 employee–supervisor dyads from professional services firms in Singapore, we find support for our hypothesized model. The implications of the results for theory and practice, and directions for future research, are discussed. [ABSTRACT FROM AUTHOR]

Human resource (HR) practices used to inject internal competition into the workplace are the subject of heated debates in business practice; this is however not the case in the field of human resource management (HRM) research. In this article, we first augment previous research in the field to offer an initial conceptualization of competitive HR practices. We then develop a conceptual framework that explains the processes and conditions that drive and determine the impact of competitive HR practices on employees at work. Blending insights from social comparison theory and uncertainty research, we theorize a set of conditions that specify when competitive HR practices unfold their “dark” side, and when the “not so bad” or even “a good side” of competitive HR practices might emerge. [ABSTRACT FROM AUTHOR]

Trust is typically portrayed as beneficial to all concerned; something which is inherently good. In this article we focus on interpersonal trust and argue that, while there are undoubted benefits, trust can also be problematic; there are circumstances in which it can become a ‘poisoned chalice’ for one or other of the parties involved. We question whether the potential for negative experiences in relation to trust has been fully explored and argue that its true dark side lies within the dynamics of the trust relationship. From this stance we use the social exchange and gift giving literatures to re-appraise trust in a way that highlights the importance of expectation and intent and demonstrates the circumstances in which trust may not be beneficial for one of the parties involved. We conclude with a research agenda which we believe will further develop our understanding of this complex human interaction. [ABSTRACT FROM AUTHOR]

Manuscript Type Empirical Research Question/Issue Social norm theory goes beyond economic efficiency arguments and provides a framework that allows for the subjective, judgmental, and socially interactive processes involved in the determination of CEO remuneration. Building on this theory, we argue that current CEO pay practices infringe a social norm. This norm states that a firm's wages ought to be fair. Thus, according to the social norm theory view, large inequalities between CEO pay and low-level incomes, as well as inequity concerns of CEO pay decoupled from performance, become a matter of public distress. If such publicly shared fairness norms become infringed, some amount of norm enforcement becomes likely, particularly when the punishment is of low cost. Norm enforcement also becomes likely if selective incentives and/or intrinsic norm enforcement are present to support punishing actions. Research Findings/Insights We test our model using a vignette-survey study and a representative sample of 800 Swiss citizens. We are able to show that individual differences - more precisely status attributes and moral development - drive perceptions of norm infringement. We demonstrate that the willingness to punish firms with norm-infringing CEO pay is high if low-cost punishment opportunities are provided, such as public votes on CEO pay regulation. In addition, the willingness to punish is also driven by feelings of deprivation which fuel intrinsic interest to punish norm infringers even at high individual costs. Theoretical/Academic Implications We adapt and contextualize social norm theory for the CEO pay debate. A model that explains how individual differences drive norm infringement perceptions, and how these differences lead to behavioral punishment intentions, is developed and tested empirically. Practitioner/Policy Implications The war for talent and the urge to offer incentives to CEOs impose costs on society, and firms are confronted with those costs. As a consequence, more and more people demand CEO pay regulation, which narrows firms' latitude. For firms, the evidence implies that they would be well advised to consider the climate of public opinion when determining executive pay. They may either reduce CEO pay or should communicate to the public why certain compensation designs may be favorable and in the interests of the enterprise and stakeholders. For politicians, the findings of our study show that there is a demand for CEO pay regulations and that this demand has to be acknowledged in some way in policy-making. [ABSTRACT FROM AUTHOR]

Despite the central role of trust in the organizational sciences, we know little about what makes people trust the organizations they work for. This paper examines the antecedents of employees' trust in their organizations drawing on survey data from over 600 European professional workers and managers. The results revealed direct as well as indirect relationships of both human resource (HR) practices and procedural justice with trust. The relationships of both HR practices and procedural justice with trust were partially mediated by perceptions of organizational trustworthiness (in terms of perceived ability and trustworthy intentions of the organization). Justice and HR practices were also found to interact such that justice forms a stronger predictor of trust in organizations when HR practices are less developed. In addition, employees' dispositional propensity to trust explained significant variance in employee trust in their organization, even when it was controlled in our analysis. The implications of these findings for research and practice are discussed. [ABSTRACT FROM AUTHOR]

In this article, a framework is provided for analyzing conditions that lead to positive or negative relations between trustworthiness and formal control in the context of manager-subordinate relationships, a domain often discussed controversially in the literature. In analyzing the relationship between managerial formal control and subordinates' trustworthiness, the author draws on self-determination theory. Self-determination theory is useful in showing how to link characteristics of organizational regulation (i.e., managerial formal control) with individual intentions (i.e., subordinates' intentions to behave in a trustworthy fashion). Subsequently, empirical findings related to formal control and trustworthiness are integrated into this framework to deduce a set of propositions that can be tested in the future. [ABSTRACT FROM AUTHOR]