The effect of the performance appraisal system on trust for management: A field quasi-experiment

Recent theoretical developments have enabled the empirical study of trust f or specific referents in organizations. The authors conducted a 14-month fi eld study of employee trust for top management. A 9-month quasi-experiment found that the implementation of a more acceptable performance appraisal sy stem increased trust for top management. The 3 proposed factors of trustwor thiness (ability, benevolence, and integrity) mediated the relationship bet ween perceptions of the appraisal system and trust.