Trust and Employment Negotiations: The Importance of Feeling in Control

Abstract

Two studies examined the effects of open communication and perceived control on interpersonal trust in employment negotiations. In a simulated negotiation, participants adopted the role of job applicant and encountered a series of offers (concessions) from their prospective manager. Information disclosed by their prospective manager varied creating different degrees of openness. As well, in Study 1 participants evaluated each offer (or concession) and their level of trust in their prospective manager at each stage of the bargaining process creating an impression of control; in Study 2 participants made these assessments after the negotiation. Taken together, the results of these studies showed that perceived process control was more important than information disclosure, in the formation of trust in negotiations. Moreover, trust was contingent upon evidence of process control despite the manager's openness, or willingness, to share information with the applicant. Furthermore, the more trust was attributed to the manager, the more likely the applicant was to find the job offer attractive and subsequently accept the job offer. The implications of these findings for negotiation theory and research are discussed.