TRUST• It is the willingness to be vulnerable to an authority

based on positive expectations about the authority’s actions and

intentions.

THREE SOURCES IN WHICH TRUST CAN BE ROUTED

Disposition-based

Cognition-based

Affect-based

DISPOSITION-BASED TRUST

• Disposition-based trust has less to do with the authority

and more to do with the trustor.

Where does our trust propensity come from?

• As with traits, trust propensity is a product of both nature and nurture.

• Our propensity continue to be shaped later in life as we gain experiences with

friends, schools, churches, local government authorities, and other

relevant groups.

• The nation which we live in also affects our trust propensity.

COGNITION-BASED TRUST

• Disposition-based trust guides us in cases when we don’t yet have data about a

particular authority. However, eventually we gain enough knowledge to gauge the

authority’s trustworthiness, defined as the characteristics or attributes of a trustee

that inspire trust.• At the point, our trust begins to be based

on cognitions we’ve developed about the authority, as opposed to our own

personality or disposition.

THREE DIMENSIONS OF HOW TRUSTWORTHY AN

AUTHORITY IS:

Ability Integrity

Benevolence

ABILITY• Defined as the skills, competencies, and areas of expertise that enable

an authority to be successful in some specific

area.

INTEGRITY• It is the perception that the authority adheres to a set of values and principles that the

trustor finds acceptable.

BENEVOLENCE• The belief that the authority

wants to do good for the trustor, apart from any

selfish or profit-centered motives.

FACTORS THAT INFLUENCE TRUST LEVELS

Disposition-based trust

Trust propensity

Trustworthiness

Ability

Cognition-basedtrust

Integrity TRUST

Benevolence

Affect-based trust Feelings toward trustee

AFFECT-BASED TRUST

• It is more emotional than rational.

• With affect-bases trust, we trust because we have feelings for the person in question; we really like them and have fondness of them.

Those feelings are what prompt us to accept vulnerability to another

person.

JUSTICE

• It reflects the perceived fairness of an authorities decision making.

DISTRIBUTIVE JUSTICE

• Reflects the perceived fairness ofdecision-making outcomes.

• Employees gauge distributive justice byasking whether decision outcomes suchas pay, rewards, evaluations, promotions,and work assignments are allocatedusing proper norms.

PROCEDURAL JUSTICE

• In addition to judging the fairness of adecision outcome, employees mayconsider the process that led to thatoutcome

• Reflects the perceived fairness ofdecision-making process.

PROCEDURAL JUSTICE

• It is fostered when authorities adhere to rules of fair process.

• which concerns giving employees a chance to express their opinions and views during the course of decision making.

Voice rule

• which provides employees with a chance to request an appeal when a procedure seems to have worked ineffectively.

Correctabilityrule

PROCEDURAL JUSTICE• Aside from voice and correctability, procedural

justice is fostered when authorities adhere to fourrules which help ensure that procedures are neuraland objective, as opposed to biased anddiscriminatory.

Consistency rule Bias suppression rule Representativeness rule

Accuracy rule

INTERPESONAL JUSTICE

• In addition to judging the fairness ofdecision outcomes and processes,employees might consider howauthorities treat them as theprocedures are implemented.

• Reflects the perceived treatment ofthe fairness of the treatment receivedby employees from authorities.

INTERPESONAL JUSTICE

• It is fostered when adheres to twoparticular rules.

• pertains to whether authorities treat employees in a dignified and sincere manner.

Respect rule

• reflects whether authorities refrain from making improper or offensive remarks.

Propriety rule

INTERPESONAL JUSTICE

• Interpersonal justice occurs whenauthorities bad-mouth employees;criticize, berate, embarrass or humiliatethem in public; or refer to them withracist or sexist labels.

INFORMATIONAL JUSTICE

• Employees may consider the kind ofinformation that authorities provideduring the course of the organizationaldecision making.

• Reflects the perceived fairness of thecommunications provided to employeesfrom authorities.

INFORMATIONAL JUSTICE

• It is fostered to two particular rules:

• mandates the authorities explain decision making procedures and outcomes in a comprehensive manner and reasonable manner.

Justification rule

• requires that those communications be honest and candid.

Truthfulness rule

THE FOUR DIMENSIONS OF JUSTICE

DISTRIBUTIVE JUSTICE RULES

DESCRIPTION

Equity vs. equality vs. need Are rewards allocated according to the proper norm?

PROCEDURAL JUSTICE RULES DESCRIPTION

Voice Do employees get to provide input into procedures?

Correctability Do procedures build in mechanisms for appeals?

Consistecy Are procedures consistent across people and time?

Bias suppression Are procedures neutral and unbiased?

Representativeness Do procedures consider the needs of all groups?

Accuracy Are procedures based on accurate information?

THE FOUR DIMENSIONS OF JUSTICE

INTERPERSONAL JUSTICE RULES

DESCRIPTION

Respect Do authorities treat employees with sincerity?

Propriety Do authorities refrain from improper remarks?

INFORMATIONAL JUSTICE RULES

DESCRIPTION

Justification Do authorities explain proceduresthoroughly?

Truthfulness Are those explanations honest?

ETHICS

• Ethics reflects to the degree to which the behaviors of an authority and in

accordance with the generally accepted moral norms.

ETHICS

• Seeks to explain why people behave in amanner consistent with generally acceptednorms of morality, and why they sometimesviolate those norms.

• Some ethics studies focus on behaviorsthat exceed minimum standards ofmorality, such as charitable giving orwhistle-blowing, which occurs whenemployees expose illegal actions by theiremployer.

FOUR-COMPONENT MODEL OF ETHICAL DECISION MAKING

• It argues that ethical behavior depends on three concepts.

MORAL AWARENESS

MORAL JUDGMENT

MORAL INTENT

“ETHICAL BEHAVIOR”

MORAL AWARENESS

• The first step needed to explain why anauthority acts ethically is moralawareness, which occurs when anauthority recognizes that a moral issueexists in a situation or that an ethicalstandard or principle is relevant to thecircumstance.

MORAL AWARENESS

• It depends in part of the characteristicsof the authority involved. An authority’sethical sensitivity reflects the ability torecognize that a particular decision hasethical content.

• It also depends on the characteristics ofthe issue itself. Moral intensity capturesthe degrees to which the issue has ethicalurgency.

THE SIX FACETS OF MORAL INTENSITY

FACET DESCRIPTION

Magnitude of consequences

How much harm (or benefit) would be done to other people?

Social consensus How much agreement is there that the proposed act would be evil (or good)?

Probability of effect How likely is it that the act will actually occur and that the assumed consequences will match predictions?

Temporal immediacy How much time will pass between the act and the onset of its consequences?

Proximity How near (in a psychological or physical sense) is the authority to those who will be affected?

Concentration of effect Will the consequences be concentrated on a limited set on a limited set of people, or will they be more far reaching?

MORAL JUDGMENT

• When the authority identifies the morally“right” course of action.

• What factors affect the moral judgment?One factor is moral development, asdescribed by Kohlberg’s theory ofcognitive moral development(argues thatas people age and mature, they movethrough several stage of moraldevelopment—each more mature andsophisticated than the prior one.

STAGES OF COGNITIVE MORAL DEVELOPMENT

• Stage 6 Follow universal Principles

• Stage 5 Protect Individual’s RightsPRINCIPLED

• Stage 4 Follow Rules and Laws

• Stage 3 (Earn) the Approval of OthersCONVENTIONAL

• Stage 2 Maintain Exchange Relationships

• Stage 1 Avoid PunishmentPRECONVENTIONAL

MORAL INTENT

• An authority’s degree of commitment tothe moral course of action.

• One driver of moral intent is moralidentity—the degree to which a personsees him or herself as a “moral person.”

EFFECT OF TRUST ON PERFORMANCE AND COMMITMENT

• Trust has a moderate positive effect onPerformance. Employees who are willing to bevulnerable to authorities tend to have higherlevels of Task Performance. They are alsomore likely to engage in Citizenship Behaviorand less likely to engage in Counter ProductiveBehavior.

TRUSTJOB

PERFORMANCE

EFFECT OF TRUST ON PERFORMANCE AND COMMITMENT

• Trust has a strong positive effect on Commitment. Employees who are willing to be vulnerable to authorities tend to have higher levels of Affective Commitment and higher levels of Normative Commitment. Trust has no effect on Continuance Commitment.

TRUST ORGANIZATIONAL COMMITMENT