Social exchange from the supervisor's perspective: Employee trustworthiness as a predictor of interpersonal and informational justice

Cindy P. Zapata, Jesse E. Olsen, Luis D l Martins

    Research output: Contribution to journal › Article

    • 28 Citations

    Abstract

    Using social exchange theory, we argue that because supervisors tend to value employee trustworthiness, they will be more likely to adhere to interpersonal and informational justice rules with trustworthy employees. Given social exchange theory's assumption that benefits are voluntary in nature, we propose that the benevolence and integrity facets of trustworthiness will be more likely to engender social exchange relationships than the ability facet. Specifically, we propose that employees seen as having high benevolence and integrity engender feelings of obligation and trust from their direct supervisors, increasing the likelihood that these supervisors will adhere to interpersonal and informational justice rules, which in turn influences employee perceptions of justice. We find partial support for our mediated model using a field sample.

    LanguageEnglish (US)
    Pages1-12
    Number of pages12
    JournalOrganizational Behavior and Human Decision Processes
    Volume121
    Issue number1
    DOIs
    StatePublished - May 1 2013

    Fingerprint

    Social Justice
    Beneficence
    Aptitude
    Emotions
    Informational justice
    Interpersonal justice
    Predictors
    Supervisors
    Employees
    Trustworthiness
    Social exchange
    Social Theory
    Integrity
    Benevolence
    Social exchange theory

    Keywords

    • Benevolence
    • Fairness
    • Informational justice
    • Integrity
    • Interpersonal justice
    • Organizational justice
    • Social exchange
    • Trustworthiness

    ASJC Scopus subject areas

    • Applied Psychology
    • Organizational Behavior and Human Resource Management

    Cite this

    Social exchange from the supervisor's perspective : Employee trustworthiness as a predictor of interpersonal and informational justice. / Zapata, Cindy P.; Olsen, Jesse E.; Martins, Luis D l.

    In: Organizational Behavior and Human Decision Processes, Vol. 121, No. 1, 01.05.2013, p. 1-12.

    Research output: Contribution to journal › Article

    Zapata, CP, Olsen, JE & Martins, LDL 2013, 'Social exchange from the supervisor's perspective: Employee trustworthiness as a predictor of interpersonal and informational justice', Organizational Behavior and Human Decision Processes, vol. 121, no. 1, pp. 1-12. https://doi.org/10.1016/j.obhdp.2012.11.001
    Zapata CP, Olsen JE, Martins LDL. Social exchange from the supervisor's perspective: Employee trustworthiness as a predictor of interpersonal and informational justice. Organizational Behavior and Human Decision Processes. 2013 May 1;121(1):1-12. https://doi.org/10.1016/j.obhdp.2012.11.001
    Zapata, Cindy P. ; Olsen, Jesse E. ; Martins, Luis D l. / Social exchange from the supervisor's perspective : Employee trustworthiness as a predictor of interpersonal and informational justice. In: Organizational Behavior and Human Decision Processes. 2013 ; Vol. 121, No. 1. pp. 1-12.
    @article{7617df89a00748caa764f0423dd83291,
    title = "Social exchange from the supervisor's perspective: Employee trustworthiness as a predictor of interpersonal and informational justice",
    abstract = "Using social exchange theory, we argue that because supervisors tend to value employee trustworthiness, they will be more likely to adhere to interpersonal and informational justice rules with trustworthy employees. Given social exchange theory's assumption that benefits are voluntary in nature, we propose that the benevolence and integrity facets of trustworthiness will be more likely to engender social exchange relationships than the ability facet. Specifically, we propose that employees seen as having high benevolence and integrity engender feelings of obligation and trust from their direct supervisors, increasing the likelihood that these supervisors will adhere to interpersonal and informational justice rules, which in turn influences employee perceptions of justice. We find partial support for our mediated model using a field sample.",
    keywords = "Benevolence, Fairness, Informational justice, Integrity, Interpersonal justice, Organizational justice, Social exchange, Trustworthiness",
    author = "Zapata, {Cindy P.} and Olsen, {Jesse E.} and Martins, {Luis D l}",
    year = "2013",
    month = "5",
    day = "1",
    doi = "10.1016/j.obhdp.2012.11.001",
    language = "English (US)",
    volume = "121",
    pages = "1--12",
    journal = "Organizational Behavior and Human Decision Processes",
    issn = "0749-5978",
    publisher = "Academic Press Inc.",
    number = "1",

    }

    TY - JOUR

    T1 - Social exchange from the supervisor's perspective

    T2 - Organizational Behavior and Human Decision Processes

    AU - Zapata, Cindy P.

    AU - Olsen, Jesse E.

    AU - Martins, Luis D l

    PY - 2013/5/1

    Y1 - 2013/5/1

    N2 - Using social exchange theory, we argue that because supervisors tend to value employee trustworthiness, they will be more likely to adhere to interpersonal and informational justice rules with trustworthy employees. Given social exchange theory's assumption that benefits are voluntary in nature, we propose that the benevolence and integrity facets of trustworthiness will be more likely to engender social exchange relationships than the ability facet. Specifically, we propose that employees seen as having high benevolence and integrity engender feelings of obligation and trust from their direct supervisors, increasing the likelihood that these supervisors will adhere to interpersonal and informational justice rules, which in turn influences employee perceptions of justice. We find partial support for our mediated model using a field sample.

    AB - Using social exchange theory, we argue that because supervisors tend to value employee trustworthiness, they will be more likely to adhere to interpersonal and informational justice rules with trustworthy employees. Given social exchange theory's assumption that benefits are voluntary in nature, we propose that the benevolence and integrity facets of trustworthiness will be more likely to engender social exchange relationships than the ability facet. Specifically, we propose that employees seen as having high benevolence and integrity engender feelings of obligation and trust from their direct supervisors, increasing the likelihood that these supervisors will adhere to interpersonal and informational justice rules, which in turn influences employee perceptions of justice. We find partial support for our mediated model using a field sample.

    KW - Benevolence

    KW - Fairness

    KW - Informational justice

    KW - Integrity

    KW - Interpersonal justice

    KW - Organizational justice

    KW - Social exchange

    KW - Trustworthiness

    UR - http://www.scopus.com/inward/record.url?scp=84875265675&partnerID=8YFLogxK

    UR - http://www.scopus.com/inward/citedby.url?scp=84875265675&partnerID=8YFLogxK

    U2 - 10.1016/j.obhdp.2012.11.001

    DO - 10.1016/j.obhdp.2012.11.001

    M3 - Article

    VL - 121

    SP - 1

    EP - 12

    JO - Organizational Behavior and Human Decision Processes

    JF - Organizational Behavior and Human Decision Processes

    SN - 0749-5978

    IS - 1

    ER -

    Access to Document