{"title":"当零工还没有结束时:信任对零工员工的表现和承诺的重要性(和相关性)","authors":"Rachel L. Campagna, Jennifer A. Griffith","doi":"10.1080/21515581.2023.2215747","DOIUrl":null,"url":null,"abstract":"Millions of employees are now classified as gig workers – a subset of contingent employees with alternative employment arrangements. This type of work arrangement can be beneficial for both managers (e.g. cost savings, specialised skillsets) and employees (e.g. work preferences such as flexibility). Yet little research has addressed how trust for a manager might factor into gig workers’ performance when compared to traditional employees, perhaps because research has implied that trust is irrelevant to gig workers. We test this prediction across four studies to show that low trust is a double-edged sword with unfavourable and favourable outcomes. On the one hand, we find that less trust in the manager leads to lower performance and commitment among gig workers. Yet, on the other, we find that lower levels of trust help to offset or mitigate the harmful outcomes of trust violations, or unexpected, negative workplace events. Our findings highlight the important role of trust in this context of gig versus traditional workers.","PeriodicalId":44602,"journal":{"name":"Journal of Trust Research","volume":null,"pages":null},"PeriodicalIF":1.9000,"publicationDate":"2023-07-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"1","resultStr":"{\"title\":\"When the gig isn’t up: The importance (and relevance) of trust on gig workers’ performance and commitment\",\"authors\":\"Rachel L. Campagna, Jennifer A. Griffith\",\"doi\":\"10.1080/21515581.2023.2215747\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"Millions of employees are now classified as gig workers – a subset of contingent employees with alternative employment arrangements. This type of work arrangement can be beneficial for both managers (e.g. cost savings, specialised skillsets) and employees (e.g. work preferences such as flexibility). Yet little research has addressed how trust for a manager might factor into gig workers’ performance when compared to traditional employees, perhaps because research has implied that trust is irrelevant to gig workers. We test this prediction across four studies to show that low trust is a double-edged sword with unfavourable and favourable outcomes. On the one hand, we find that less trust in the manager leads to lower performance and commitment among gig workers. Yet, on the other, we find that lower levels of trust help to offset or mitigate the harmful outcomes of trust violations, or unexpected, negative workplace events. Our findings highlight the important role of trust in this context of gig versus traditional workers.\",\"PeriodicalId\":44602,\"journal\":{\"name\":\"Journal of Trust Research\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":1.9000,\"publicationDate\":\"2023-07-03\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"1\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Journal of Trust Research\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1080/21515581.2023.2215747\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q3\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Trust Research","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1080/21515581.2023.2215747","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q3","JCRName":"MANAGEMENT","Score":null,"Total":0}
When the gig isn’t up: The importance (and relevance) of trust on gig workers’ performance and commitment
Millions of employees are now classified as gig workers – a subset of contingent employees with alternative employment arrangements. This type of work arrangement can be beneficial for both managers (e.g. cost savings, specialised skillsets) and employees (e.g. work preferences such as flexibility). Yet little research has addressed how trust for a manager might factor into gig workers’ performance when compared to traditional employees, perhaps because research has implied that trust is irrelevant to gig workers. We test this prediction across four studies to show that low trust is a double-edged sword with unfavourable and favourable outcomes. On the one hand, we find that less trust in the manager leads to lower performance and commitment among gig workers. Yet, on the other, we find that lower levels of trust help to offset or mitigate the harmful outcomes of trust violations, or unexpected, negative workplace events. Our findings highlight the important role of trust in this context of gig versus traditional workers.
期刊介绍:
As an inter-disciplinary and cross-cultural journal dedicated to advancing a cross-level, context-rich, process-oriented, and practice-relevant journal, JTR provides a focal point for an open dialogue and debate between diverse researchers, thus enhancing the understanding of trust in general and trust-related management in particular, especially in its organizational and social context in the broadest sense. Through both theoretical development and empirical investigation, JTR seeks to open the "black-box" of trust in various contexts.