An OBSE‐Contingent Work Engagement Model of Felt Trust: Implications for Task Performance and Work‐to‐Home Conflict

Employees respond differently to felt trust from their supervisor. We propose and test an organization-based self-esteem (OBSE)-contingent work engagement model of felt trust that predicts task performance and work-to-home conflict. We argue that employees use OBSE as a lens for interpreting felt trust, which has implications for their work engagement and subsequent task performance and work-to-home conflict. In Study 1 (a multi-wave survey in the USA), we found that employees who had higher (lower) OBSE responded more positively (negatively) to felt trust with higher (lower) work engagement. In Study 2 (a cross-lagged survey in China), we replicated the findings of Study 1 and further showed that felt trust had a positive (negative) relationship with task performance and a negative (positive) relationship with work-to-home conflict via work engagement among higher- (lower-) OBSE employees. Our model shifts the thinking on felt trust and has implications for felt trust theory and managerial practice.