How trust in supervisors relates to health care employee outcomes: A qualitative comparative analysis of the ABI model.

Abstract

Background: The trust that health care employees place in their supervisor is critical to creating positive employee outcomes. However, questions remain regarding the development and outcomes of employee-supervisor trust in the health care context.

Purpose: Recent studies challenge the often-used ability, benevolence, and integrity (ABI) model of trust, particularly that all three dimensions are needed to build trust. This study contests this assumption of the model, assessing ABI-based trust in a supervisor on health care employee person-job (P-J) fit, job satisfaction, and turnover intentions.

Methodology/approach: Using a survey of health care employees, we apply qualitative comparative analysis (QCA), linking ABI configurations to P-J fit, job satisfaction, and turnover intentions.

Results: The results indicate that ABI components of trust, indeed, are not all needed for most employees. For instance, if supervisors exhibit high levels of only benevolence or integrity, many employees experience high P-J fit. Similarly, employees experience high job satisfaction when supervisors possess either high levels of ability or benevolence. Finally, employees hold low turnover intentions when supervisors have high levels of just ability or integrity.

Conclusion: The results call for refinement of the ABI model in the health care context.

Practice implication: Health organizations can train supervisors on specific ABI components based on employee needs, offering strategic use of resources to satisfy and retain employees.