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How formal performance evaluation affects trust between superior and subordinate managers

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  • Hartmann, Frank
  • Slapnicar, Sergeja

Abstract

An important question in the control literature concerns the role of interpersonal trust in the design and functioning of formal control systems for collaborative settings. In this paper, we argue that subordinate's trust in the superior depends on the formality of the performance evaluation procedure and that this relationship is mediated by managerial perceptions of justice and feedback. The findings confirm our predictions. Furthermore, we find that formality matters more for trust formation for those managers that are in functions with less contractible outputs.

Suggested Citation

  • Hartmann, Frank & Slapnicar, Sergeja, 2009. "How formal performance evaluation affects trust between superior and subordinate managers," Accounting, Organizations and Society, Elsevier, vol. 34(6-7), pages 722-737, August.
  • Handle: RePEc:eee:aosoci:v:34:y:2009:i:6-7:p:722-737
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    References listed on IDEAS

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    Cited by:

    1. repec:bbz:fcpbbr:v:11:y:2014:i:1:p:1-32 is not listed on IDEAS
    2. Sebastian Goebel & Barbara Weißenberger, 2016. "The Dark Side of Tight Financial Control: Causes and Remedies of Dysfunctional Employee Behaviors," Schmalenbach Business Review, Springer;Schmalenbach-Gesellschaft, vol. 17(1), pages 69-101, April.
    3. Noeverman, J., 2010. "Not Just Because it is Fair - The Role of Feedback Quality and Voice in Performance Evaluation," ERIM Report Series Research in Management ERS-2010-048-ORG, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.
    4. repec:wsi:ijimxx:v:21:y:2017:i:06:n:s1363919618500159 is not listed on IDEAS
    5. Pantic, B., 2016. "Comparability of financial reports: A literature review of most recent studies," Working Papers 6451, Graduate School of Management, St. Petersburg State University.
    6. Huang, Shih-Chieh & Lo, Shang-Lien & Lin, Yen-Ching, 2013. "Application of a fuzzy cognitive map based on a structural equation model for the identification of limitations to the development of wind power," Energy Policy, Elsevier, vol. 63(C), pages 851-861.
    7. Cianci, Anna M. & Kaplan, Steven E., 2010. "The effect of CEO reputation and explanations for poor performance on investors' judgments about the company's future performance and management," Accounting, Organizations and Society, Elsevier, vol. 35(4), pages 478-495, May.
    8. Langevin, Pascal & Mendoza, Carla, 2013. "How can management control system fairness reduce managers’ unethical behaviours?," European Management Journal, Elsevier, vol. 31(3), pages 209-222.
    9. Cuguero-Escofet, Natalia & Rosanas, Josep M., 2012. "The just design and use of management control systems as requirements for goal congruence," IESE Research Papers D/949, IESE Business School.
    10. repec:spr:jmgtco:v:28:y:2017:i:3:d:10.1007_s00187-017-0248-7 is not listed on IDEAS
    11. Cugueró-Escofet, Natàlia & Rosanas, Josep M., 2015. "Justice: A Sufficient Condition for Goal Congruence in Management Control Systems," IESE Research Papers D/1129, IESE Business School.
    12. Klaus Derfuss, 2015. "Relating Context Variables to Participative Budgeting and Evaluative Use of Performance Measures: A Meta-analysis," Abacus, Accounting Foundation, University of Sydney, vol. 51(2), pages 238-278, June.
    13. Jeacle, Ingrid & Carter, Chris, 2011. "In TripAdvisor we trust: Rankings, calculative regimes and abstract systems," Accounting, Organizations and Society, Elsevier, vol. 36(4), pages 293-309.

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