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The Relationship between Interpersonal Trust, Employee Satisfaction, and

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Total Quality Management
Vol. 17, No. 10, 1261 –1271, December 2006

The Relationship between Interpersonal

Trust, Employee Satisfaction, and
Employee Loyalty

KURT MATZLER & BIRGIT RENZL

 
Department of International Management, Johannes Kepler University Linz, Austria; Unit for Strategic
Management & Leadership, Innsbruck University, Austria

ABSTRACT Employee satisfaction is considered to be one of the most important drivers of quality,
customer satisfaction and productivity. In this study we investigate an important driver of employee
satisfaction. We argue that interpersonal trust (trust in management and trust in peers) strongly
influences employee satisfaction and, as a consequence, employee loyalty. To test the
relationships between these constructs we measured trust in management and trust in peers,
satisfaction and loyalty of employees of an Austrian company in the energy sector (N ¼ 131). The
results of the statistical analysis using structural equation modeling with Partial Least Squares
(PLS) confirm a strong link between trust, employee satisfaction and employee loyalty.

KEY WORDS : Interpersonal trust, employee satisfaction, employee loyalty, Partial Least Squares
(PLS)

Introduction
Numerous studies show that satisfied employees are highly motivated, have good morale
at work, and work more effectively and efficiently (e.g. Eskildsen & Dahlgaard, 2000).
They are also more committed to continuous improvement and to quality. Employee
satisfaction, therefore, directly influences process quality. Process quality, in turn, deter-
mines quality costs and customer satisfaction. From a theoretical and managerial perspec-
tive, therefore, it is crucial to identify the drivers of employee satisfaction, to monitor
satisfaction continuously and to take the right measures to foster satisfaction and
loyalty. These questions are the focus of many studies in the TQM literature
(Eskildsen & Dahlgaard, 2000; Eskildsen & Nüssler, 2000; Martensen & Gronholdt, 2001;
Matzler et al., 2004; Westlund & Löthgren, 2001). In this study we argue that interpersonal

Correspondence Address: Birgit Renzl, Unit for Strategic Management & Leadership, Innsbruck University
School of Management, Universitaetsstrasse 15, A-6020 Innsbruck, Austria. Email: birgit.renzl@uibk.ac.at

1478-3363 Print=1478-3371 Online=06=101261–11 # 2006 Taylor & Francis

DOI: 10.1080=14783360600753653
1262 K. Matzler & B. Renzl

trust is a strong driver of employee satisfaction. Previous studies have investigated the role
of trust in the formation of employee satisfaction (for a review see for example Dirks &
Ferrin, 2001), but have focused mainly on trust in management (e.g. Rich, 1997) or trust in
leadership (for a review see Dirks & Ferrin, 2002). We argue that, especially in team-
based organizations, trust in peers also plays a major role. In the following section of the
paper we briefly review the literature on trust and on employee satisfaction and we
develop three hypotheses regarding the trust–satisfaction–loyalty relationship. We then
report the results of an empirical study that investigates the impact of trust in management
and trust in peers on employee satisfaction and loyalty.

Trust and Employee Satisfaction

In the last decade, trust has become a major research area within the field of organizational
studies (Dirks & Ferrin, 2001; Mayer et al., 1995; McAllister, 1995; Rousseau et al.,
1998). Trust has been studied in a wide variety of disciplines (organization science,
sociology, psychology) and has focused on the individual level, group level, firm level
and inter-firm level (Rousseau et al., 1998). Studies on the effects of trust (e.g. Dirks &
Ferrin, 2001, 2002; Mooradian et al., forthcoming 2007) have found that it leads to
more positive workplace attitudes (e.g. employee satisfaction and commitment), work-
place behaviors (e.g. knowledge sharing, organizational citizenship behavior) and per-
formance outcomes (e.g. individual performance, group performance and business-unit
performance). Trust enables cooperative behavior, promotes network-based forms of
organization, reduces conflicts, decreases transaction costs, facilitates rapid formulation
of ad hoc work groups and promotes effective responses to crises (Rousseau et al.,
1998). Interpersonal trust can be defined as ‘. . . the willingness of a party to be vulnerable
to the actions of another party based on the expectation that the other will perform a par-
ticular action important to the trustor, irrespective of the ability to monitor or control that
other party’ (Mayer et al., 1995). There are three main facets of trust (Whitener et al.,
1998): first, trust in another person reflects a person’s expectation or belief that the
exchange partner will act benevolently; secondly, trust involves the willingness to be vul-
nerable and risk that the other person may not fulfill the expectations; and thirdly, trust
involves a certain level of dependency which means that a person is affected by the
actions of others. Hence, in workplace relationships, employees will feel safer and
more positive about their managers and peers when they believe that their leaders and
peers are trustworthy. In contrast, low levels of trust lead to psychologically distressing
situations, as leaders or peers may have power over important aspects of one’s job
(Dirks & Ferrin, 2002). As a consequence, trust should have a strong and direct effect
on employee satisfaction.
Several studies on the manager – subordinate relationship have shown that trust is a
major predictor of job satisfaction. Driscoll (1978) showed that trust in the decision-
maker increased job satisfaction. Lagace (1991) found that reciprocal trust between man-
agers and salespeople increases job satisfaction of the subordinates. In his study on the
relationship between trust, job satisfaction and performance of salespeople, Rich (1997)
found that trust in one’s manager directly influences job satisfaction, as sales managers
are responsible for many duties that directly affect salespeople, such as performance
evaluation, promotion, authorizing raises, assigning territories, training, providing leads,
 Interpersonal Trust, Employee Satisfaction, and Employee Loyalty 1263

and so on. Rich argues that salespeople will be more satisfied with their job when they
have honest, competent, and reliable sales managers that can be trusted. He confirmed
this hypothesis in a study with 183 salesperson-manager dyads. In a study on selling
alliances that are formed in order to cooperatively develop and maintain customer
relationships, Smith & Barclay (1997) demonstrate that trusting behaviors have an effect
on perceived task performance and mutual satisfaction (defined as the extent to which
both partners in a relationship are satisfied) and mutual perceived trustworthiness had
both a direct and indirect (via trusting behaviors) effect on satisfaction. Pillai et al. (1999)
tested a comprehensive model of relationship between transformational and transactional
leadership, procedural and distributive justice, trust, job satisfaction, organizational commit-
ment, and organizational citizenship behaviors in two quantitative studies. Their
results reveal that trust in a leader mediates the relationship between leader behavior and
job satisfaction. Flaherty & Pappas (2000) study the salesperson–manager relationship
and report that trust has a strong impact on job satisfaction. Goris et al. (2003) report findings
from an empirical study in two companies that provide justification for trust in superiors
and influence on superiors as predictors of performance and satisfaction. Brashear et al.
(2003) found that interpersonal trust is most strongly related to shared values and
respect. In their empirical study, trust was directly related to job satisfaction and relation-
alism, and indirectly related to organizational commitment and turnover intention.
Overall, the empirical evidence strongly supports the effect of trust on employee satis-
faction. From the brief review of the most important studies reported here, it becomes
evident that most of the studies focus on the impact of trust on satisfaction in a subordi-
nate –manager –relationship.
As the architecture of modern organizations has strongly moved towards team-based
organizations in the last years – especially in Total Quality Management (Robbins,
2003) – we argue that not only trust in management but also trust in peers plays a major
role in the formation of employee satisfaction. The three facets of trust mentioned above
are also relevant for work teams. Trust in a team member reflects the expectation that
the team member will act benevolently, it involves the willingness to be vulnerable and
risk that the other team member may not fulfill the expectations, and it involves depen-
dency, as a trustee will be affected by the team member’s behavior. Thus, we expect that
employee satisfaction in team-based organizations is strongly affected by trust in manage-
ment and trust in peers:

H1: Trust in management is positively related to employee satisfaction.

H2: Trust in peers is positively related to employee satisfaction.

Employee Satisfaction and Employee Loyalty

In an effort to retain employees with high levels of performance, companies try to foster
positive organizational attitudes like job satisfaction and organizational commitment.
With the rise of the ‘knowledge economy’, employee satisfaction and loyalty have
become critical issues (Matzler et al., 2003b; Renzl, 2003). According to Peter Drucker
(1997) ‘. . . the only comparative advantage of the developed countries is in the supply
of knowledge workers.’ Knowledge is a highly mobile resource, stored in the heads of
individuals, and knowledge workers can easily take it with them. Hence, it becomes essen-
tial to attract and keep highly qualified and highly performing employees (Matzler et al.,
1264 K. Matzler & B. Renzl

2003a). Several empirical studies have found that employee satisfaction is a strong deter-
minant of organizational commitment and loyalty (e.g. Mak & Sockel, 2001; Martensen &
Gronholdt, 2001), it is negatively related to turnover (e.g. Tekleab et al., 2005;
Ward, 1988) and absenteeism (e.g. Muchinsky, 1977). In their meta-analysis of the
antecedents and correlates of employee turnover, Griffeth et al. (2000) find that overall
job satisfaction and facet satisfaction are strong predictors of turnover. Thus, we argue that

H3: Employee satisfaction is positively related to employee loyalty.

The relationships between these constructs (trust in management, trust in peers, employee
satisfaction and employee loyalty) are shown in Figure 1. In the next section we describe
the empirical study and the results of testing of our hypotheses.

Study
Sample
To test the relationship between trust, employee satisfaction and loyalty, we collected data
from an Austrian company in the utility sector. A standardized self-administered question-
naire was sent to 665 employees of that company. All the employees selected for this study

Figure 1. Conceptual model

 Interpersonal Trust, Employee Satisfaction, and Employee Loyalty 1265

were part of project teams. The employees received an e-mail from the research team
explaining the scope of the study. The questionnaire was attached, and the employees
were asked to complete the questionnaire, which they then dropped in one of the boxes
that were placed in a central location in the building and were picked up one week later
by a member of the research team. Anonymity and confidential treatment of the
answers were guaranteed. 131 fully completed and usable questionnaires were returned
within one week, this corresponds to a return rate of approximately 20%.

Measures
All constructs were measured using existing and tested scales. Trust in management and
trust in colleagues were measured using Cook & Wall’s (1980) interpersonal trust at work
scale. This scale was chosen for three reasons. First, it was developed in order to measure
trust in management and trust in colleagues, and is therefore most appropriate for the
purpose of our study. Second, it was one of the first scales, and is still the most widely
used, for measuring interpersonal trust. Third, this scale has been extensively tested and
shows good psychometric properties. From the questionnaire, the subscales capturing
faith in intentions of peers and faith in intentions of management were chosen, measuring
the items on a five-point Likert scale (from ‘strong approval’ to ‘strong disapproval’).
Cook & Wall’s scale to measure faith in the trustworthy intentions of others corresponds
closely to Mayer et al.’s (1995) definition of benevolence (‘You care about me and take an
interest in my well-being and goals’) (Abrams et al., 2003) which is defined as the extent
to which a trustee is believed to want to do good to the trustor, aside from an egocentric
profit motive, which demonstrates a concern for the welfare of others (McAllister, 1995).
Benevolence has been identified as a central condition of trust. Benevolence is part of
trustworthy behavior

. . . and consists of three actions: 1) showing consideration and sensitivity for

employees’ needs and interests, 2) acting in a way that protects employees’ interests,
and 3) refraining from exploiting others for the benefit of one’s own interests. These
actions on the part of managers may lead employees to perceive them as loyal and
benevolent. Researchers have shown such evidence of managerial loyalty to be an
important condition that leads to trust between mentors and protégés. (Whitener
et al., 1998)

Employee satisfaction was measured against a six-item scale that reflects overall satis-
faction rather than any specific dimension of employee satisfaction (Homburg & Stock,
2004, 2005). Employee loyalty has been measured with a five-item scale adapted from
Homburg & Stock (2000) using a five-point Likert scale (from ‘strong approval’ to
‘strong disapproval’).

Data Analysis and Results

The relationships between the constructs were analyzed using structural equation model-
ing using the Partial Least Squares (PLS) approach. PLS has been chosen in this study
as it is better suited to causal modeling when sample size is small and models are
complex (Fornell & Bookstein, 1982; Hulland, 1999). The application of PLS requires
1266 K. Matzler & B. Renzl

a minimum sample size of 30 and a minimum sample size that is 10 times greater than (1)
the number of items comprising the most formative constructs or (2) the number of inde-
pendent constructs directly influencing a dependent construct (Wixom & Watson, 2001).
With a sample size of 131 in this study, these requirements are met. The software used was
SmartPLS (Hansmann & Ringle, 2004). A PLS model is usually analyzed and interpreted
in two stages (Hulland, 1999). In the first stage, the measurement model was tested by
performing validity and reliability analyses on each of the measurements obtained using
the model. In the second stage, the structural model was tested by estimating the paths
between the constructs in the model, determining their significance as well as the predic-
tive ability of the model. This sequence was followed to ensure that reliable and valid
measurements of the constructs are used before conclusions about the nature of the
relationships between the various constructs are drawn (Hulland, 1999).

Reliability and Validity

Reliability and validity were tested by looking at: (1) the reliability of individual items; and
(2) the convergent validity of the measures associated with individual constructs. The
figures for reliability of individual items are reported in Figure 2. All items have loadings
higher than 0.4, only three items have a loading lower then 0.7, thus, it can be concluded
that individual items are reliable. Convergent validity was measured using Fornell &
Larcker’s (1981) measure of internal consistency, which is superior to Cronbach’s
Alpha since it uses the item loadings obtained within the nomological network. Internal
consistency is reported in Table 1 and with values above 0.7 for each construct, convergent
validity is satisfied. Also, Average Variance Extracted (AVE), with the lowest value being
0.53, indicates high convergent validity.
Discriminant validity was assessed using the latent variable correlations matrix
(Table 2), where the square roots of the values of the average variance extracted calculated
for each of the constructs along the diagonal is reported. The correlations between the con-
structs are reported in the lower left off-diagonal elements in the matrix. Fornell & Larcker
(1981) suggest that average variance shared between a construct and its measures should
be greater than the variance shared between the constructs and other constructs in the
model. Discriminant validity is given, when the diagonal elements (square root AVE)
are greater than the off-diagonal elements in the corresponding rows and columns. As
can be seen from Table 2, discriminant validity is satisfactory. Overall, all the measures
show very good reliability and validity.

Path Coefficients and Predictive Ability

Figure 2 reports the path coefficients, their significance level and the R 2 values. The results
of the bootstrapping resampling technique (500 runs), which is used in PLS to determine
the significance of the paths, show that all the paths are significant. Two paths are signifi-
cant at the p , 0.001 level (Trust in Peers ! Employee Satisfaction, b ¼ 0.42; Employee
Satisfaction ! Employee Loyalty, b ¼ 0.71) and one path is significant at the p , 0.05
level (Trust in Management ! Employee Satisfaction, b ¼ 0.28). R 2 values of the
endogenous constructs are 0.37 (Employee Satisfaction) and 0.50 (Employee Loyalty).
Thus, it can be concluded that the hypothesized model is confirmed by the data.
 Interpersonal Trust, Employee Satisfaction, and Employee Loyalty 1267

Figure 2. Relationships between trust, employee satisfaction, and loyalty

Discussion
In this study we have shown that trust in colleagues and trust in management are strong
predictors of employee satisfaction, and employee satisfaction, in turn, influences
employee loyalty. Thus, our hypotheses have been supported (see Table 3).
It is interesting to note that trust in peers (b ¼ 0.42) has a much stronger impact on
employee satisfaction than trust in management (b ¼ 0.28). This result underlines the
importance of measuring not only trust in management, but also trust in peers. This, in
our view, is an important finding, as most previous studies focused only on the
superior-subordinate relationship when analyzing the antecedents and consequences of
trust in organizations and neglected the peer-to-peer-relationship. The findings of our
study also have important implications for management. Employee satisfaction is a
central topic in Total Quality Management. In an effort to increase satisfaction and
1268 K. Matzler & B. Renzl

Table 1. Reliabilities and convergent validity (AVE)

Item Internal Average variance

Construct loading consistency extracted

Faith in intentions of peers (Cook & Wall, 1980) 0.77 0.53

1. If I got in difficulties at work I know my 0.72
colleagues would try and help me out
2. I can trust the people I work with to lend me a 0.72
hand if I needed it
3. Most of my colleagues can be relied upon to do 0.74
as they say they will do
Faith in intentions management 0.78 0.54
(Cook & Wall, 1980)
1. Management at my firm is sincere in its 0.80
attempts to meet the employees’ point of view
2. I feel quite confident that the firm will always 0.63
try to treat me fairly
3. Our management would be quite prepared to 0.76
gain advantage by deceiving the employees
(reverse coded)
Employee satisfaction (Homburg & Stock, 2004 and 0.89 0.58
2005)
1. Overall, I am quite satisfied with my job 0.87
2. I do not intend to work for a different company 0.49
3. I like my job 0.86
4. There are no fundamental things I dislike about 0.74
my job
5. I like my job more than many employees of 0.79
other companies
6. I consider this employer as first choice 0.77
Employee loyalty (adapted from Homburg & Stock, 0.84 0.53
2000)
1. I speak positively about my company when 0.53
talking to customers
2. I speak positively about my company when 0.77
talking to friends and relatives
3. I can recommend the products and services of 0.73
my company to others
4. I would like to stay with this company also in 0.78
the future
5. I would not change immediately to another 0.77
company if I got a job offer

loyalty, many companies monitor employee satisfaction systematically and continuously

using standardized questionnaires that capture many facets of satisfaction (e.g. Matzler et al.,
2004). To increase the predictive power of such measures, questions on trust should
be included. Then, measures should be taken to increase employee’s trust in peers and in
management. Abrams et al. (2003) provide a comprehensive framework to identify
the drivers of trust and to derive managerial implications. Interpersonal trust can
best be promoted if attention is paid to four ‘trust builders’. First, trust can be fostered
when managers and peers show trustworthy behavior (act with discretion, are consistent
 Interpersonal Trust, Employee Satisfaction, and Employee Loyalty 1269

Table 2. Latent variable correlation matrix

Employee Employee Trust in Trust

satisfaction loyalty management in peers

Employee satisfaction 0.76

Employee loyalty 0.71 0.72
Trust in management 0.51 0.51 0.73
Trust in peers 0.58 0.56 0.62 0.73

Square root of AVE is on the diagonal

Table 3. Structural relationships of the model

Linkages in the model Hypotheses Sign Parameter Significance Conclusion

Trust in Management ! H1 þ 0.28 p , 0.05 Supported

Employee Satisfaction
Trust in Peers ! H2 þ 0.42 p , 0.001 Supported
Employee Satisfaction
Employee Satisfaction ! H3 þ 0.71 p , 0.001 Supported
Employee Loyalty

between word and deed, ensure frequent and rich communication, engage in collaborative
communication, ensure that decisions are fair and transparent). Second, on an organi-
zational level, holding people accountable for trust and, especially, a shared vision and
language, seem to be important drivers of trust. Third, on a relational level, creating per-
sonal connections and giving away something of value (e.g. be willing to offer others
one’s own personal network of contacts when appropriate) are central elements of trust
building. Fourth, on the individual level, the disclosure of expertise and one’s own limitations
increase trust.
Finally, we would also like to underline that trust not only influences workplace atti-
tudes such as employee satisfaction, but it is also an important driver of workplace
behavior, such as knowledge sharing (Mooradian et al., forthcoming 2007; von Krogh,
2002; von Krogh et al., 2000). Managers who are cognizant of the processes that lead
to trust or distrust in an organization, and who are aware of the effect of trust on attitudes
and behavior, are able to take adequate measures to intervene in trust building processes at
a team level and at the superior-subordinate level, and thus improve the performance of
organizations.

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