ABSTRACT

Transparency is recognised as vital to ensuring employee trust in managers. However, prior measures of transparency have made it difficult to discern the precise influence of transparency on trust. We posit that separate dimensions of transparency perceptions (disclosure, clarity, and accuracy) uniquely influence perceptions of trustworthiness (ability, benevolence, and integrity). We also posit that trustworthiness, as the proximal predictor of trust, mediates the transparency-trust relationship. Using a recently published measure of transparency that captures its dimensions, we find support for our predictions that transparency differentially influences trust via trustworthiness across two samples with unique referents (direct manager and top-management-team). Our results show that employees place trust in different ways depending on how much information they perceive their managers to be sharing (i.e. disclosure), what they perceive their managers to be revealing (i.e. accuracy), and how they perceive their managers to be revealing it (i.e. clarity). Thus, managers who are seen as satisfying some dimensions of transparency but not others (e.g. disclosure and accuracy, but not clarity) might not foster needed trustworthiness perceptions for employees to justify placing trust in the manager, with practical implications for managers seeking to develop trust in situations that require them to demonstrate specific trustworthiness attributes.

摘要

透明度被认为是确保员工信任经理的关键。然而，先前的透明度措施使得难以辨别透明度对信任的确切影响。我们假设透明度感知的不同维度（披露、清晰度和准确性）独特地影响对可信度的感知（能力、仁慈和正直）。我们还假设，作为信任的近端预测因子，可信赖性调节了透明度-信任关系。使用最近发布的捕获其维度的透明度度量，我们发现支持我们的预测，即透明度通过具有独特参考对象（直接经理和高层管理团队）的两个样本的可信度来不同地影响信任。我们的研究结果表明，员工信任的方式不同，具体取决于他们认为经理分享了多少信息（即披露）、他们认为经理透露了什么（即准确性）以及他们如何看待经理透露信息（即清晰度）。因此，被视为满足透明度的某些方面但不满足其他方面（例如披露和准确性，但不明确）的经理可能不会培养员工所需的可信度感知来证明对经理的信任，这对寻求建立信任的经理具有实际意义在需要他们展示特定的可信赖属性的情况下。以及他们如何看待他们的经理揭示它（即清晰度）。因此，被视为满足透明度的某些方面但不满足其他方面（例如披露和准确性，但不明确）的经理可能不会培养员工所需的可信度感知来证明对经理的信任，这对寻求建立信任的经理具有实际意义在需要他们展示特定的可信赖属性的情况下。以及他们如何看待他们的经理揭示它（即清晰度）。因此，被视为满足透明度的某些方面但不满足其他方面（例如披露和准确性，但不明确）的经理可能不会培养员工所需的可信度感知来证明对经理的信任，这对寻求建立信任的经理具有实际意义在需要他们展示特定的可信赖属性的情况下。