Author(s)

Heng Li, Hailing Lu

Corresponding Author

Heng Li

ABSTRACT

In recent years, trust-related research has been well-known by scholars, and feeling trusted is an important part of trust-related fields. Trust and feeling trusted are reflected in the different perspectives of the relationship between leaders and employees. However, research on feeling trusted is relatively inadequate. Previous studies have mentioned that feeling trusted has a positive effect on employee performance, but with the deepening of research, scholars have proposed that the impact of feeling trusted on employee performance exists as a double-edged sword. Through the establishment of different mechanisms, from different perspectives such as appropriateness theory, social exchange theory, and resource conservation theory, we have found that feeling trusted has positive and negative effects on job performance. This article summarizes the impact of perceived trust on performance through a review of previous studies, and proposes possible future research directions.

KEYWORDS

feeling trusted, work performance, social exchange theory, resource conservation theory