Reciprocity of trust between managers and team members
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Date
2020
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Abstract
Purpose
The purpose of this paper is to propose that the manager's perception of the service quality delivered by his/her team acts as a precursor of his/her trust in team members. In turn, the manager's trust in team members is related to team members' trust in the manager. Furthermore, engagement and burnout at the individual level are considered outcomes of trust reciprocity.
Design/methodology/approach
The authors test this trust-mediated multilevel model with a sample of 95 managers and 754 team members working in services for people with intellectual disability. These services are delivered by team-based structures of workers who perform coordinated tasks.
Findings
The findings suggest that service quality delivered by team members is positively and significantly related to the manager's trust in them. The results also suggest that the manager's trust in team members leads to the trust that managers received by team members. Finally, team members who trust their managers show less burnout and high engagement.
Originality/value
Performance and well-being are compatible because team members' efforts are compensated by forming relationships with managers based on trust, and the quality of these relationships, in turn, prevents burnout and stimulates engagement among employees.
The purpose of this paper is to propose that the manager's perception of the service quality delivered by his/her team acts as a precursor of his/her trust in team members. In turn, the manager's trust in team members is related to team members' trust in the manager. Furthermore, engagement and burnout at the individual level are considered outcomes of trust reciprocity.
Design/methodology/approach
The authors test this trust-mediated multilevel model with a sample of 95 managers and 754 team members working in services for people with intellectual disability. These services are delivered by team-based structures of workers who perform coordinated tasks.
Findings
The findings suggest that service quality delivered by team members is positively and significantly related to the manager's trust in them. The results also suggest that the manager's trust in team members leads to the trust that managers received by team members. Finally, team members who trust their managers show less burnout and high engagement.
Originality/value
Performance and well-being are compatible because team members' efforts are compensated by forming relationships with managers based on trust, and the quality of these relationships, in turn, prevents burnout and stimulates engagement among employees.
Description
Keywords
Quantitative, Service quality, Burnout, Trust reciprocity, Manager-team member relationship