01572nas a2200157   4500008004100000245007900041210006900120260000900189490000900198520106700207653001501274100001701289700001601306700002201322856007001344       2019                        eng d00aHow Managers Gain Their Employees Trust through Control and Trust-Building0 aHow Managers Gain Their Employees Trust through Control and Trus  c20190 v20193 aThis paper contributes to control-trust research by describing how the efforts managers make to demonstrate their trustworthiness (integrity, ability, benevolence) moderate the effects of managerial controls (output, process, social) on subordinate trust. Our survey of managers and subordinates indicates three conditions under which subordinate trust increases: when managers apply output controls and demonstrate their integrity; when managers apply process controls and demonstrate their ability; when managers apply social controls and demonstrate their benevolence. We argue that that these relationships exist because when managers demonstrate their trustworthiness in ways that facilitate the achievement of performance objectives (i.e., specified in the controls managers apply), subordinates are more confident that authorities are committed to protecting and promoting their interests. The paper concludes with a discussion about how these perspectives advance research on organizational control, organizational trust, and control-trust relationships.10aManagement1 aCarroll, Tim1 aLong, Chris1 aHoltom, Brooks, C  uhttps://journals.aom.org/doi/abs/10.5465/AMBPP.2019.19068abstract