The role of organizational control systems in employees’ organizational trust and performance outcomes

This study examined how organizational control is related to employees’
organizational trust. We specifically focus on how different forms of control
(process, outcome, and normative) relate to employees’ trust in their
employing organizations and examine whether such trust in turn relates
positively to employee job performance (task performance and
organizational citizenship behavior). In addition, and in response to the
recommendations of past research, we examined these relationships in a
high control and compliance-based cultural context. Using data from 105
employee-supervisor dyads from professional services firms in Singapore,
we find support for our hypothesized model. The implications of the results
for theory and practice, and directions for future research are discussed.