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Top management credibility and employee cynicism: A comprehensive modelCity University of Hong Kong, bestkty{at}cityu.edu.hk
McIntire School of Commerce, University of Virginia, tsb3c{at}comm.virginia.edu
Hasan School of Business at Colorado State University - Pueblo, brad.gilbreath{at}colostate-pueblo.edu
Temple University's Fox School of Business, landerss{at}temple.edu By combining quantitative and qualitative methods of study, we develop a comprehensive model of top management behaviors, perceived management credibility, and employee cynicism and outcomes. Specifically, we identify managerial behaviors that affect employees’ perceptions of two components of top management’s credibility — trustworthiness and competence — and examine how each of those components relates to employee cynicism. Top management competence and trustworthiness relate to different components of employee cynicism (cognitive, affective, and behavioral cynicism), and these dimensions of cynicism differentially relate to organizational commitment and self-assessed job performance. Content analysis of critical incidents revealed that different sets of managerial behaviors generate attributions of competence, incompetence, trustworthiness, and non-trustworthiness. This study and the resulting model open the door to more finely distilled research on management credibility and employee cynicism.
Key Words: competence • employee cynicism • job performance • management credibility • organizational commitment • trustworthiness
This version was published on October
1, 2009 Human Relations, Vol. 62, No. 10,
1435-1458 (2009) |
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