Document Type : Original Article
Author
Department of Psychology, Zand Inistitue Of Higher education,Shiraz,Iran
10.30508/kdip.2026.592053.1188
Abstract
The rapid expansion of artificial intelligence (AI) in work environments has transformed patterns of interaction between humans and technology. The successful implementation of intelligent systems in organizations depends not only on the technical capabilities of AI but also on the extent to which employees trust AI. Employee trust in AI is a complex and multidimensional phenomenon encompassing cognitive, affective, behavioral, and ethical dimensions. The present study aimed to explain the psychological dimensions of employees’ trust in AI, identify the factors influencing its development, examine strategies for fostering trust, and explore its consequences for job performance. This qualitative study employed a document-based grounded theory approach. Scientific sources published in the fields of trust in AI and human–AI interaction between 2020 and 2025 were examined. In the initial stage, 18 articles were identified. Of these, 13 articles were published between 2020 and 2025, while 5 articles published prior to 2020 were also reviewed. The findings indicated that employees’ trust in AI comprises four main dimensions: cognitive trust, affective trust, behavioral trust, and ethical trust. Factors such as AI literacy, technological self-efficacy, experience with technology, system accuracy and reliability, organizational support, and a culture of innovation were identified as influential factors in the development of trust. Strategies for fostering trust included employee training, involving employees in the implementation process of AI, preserving human agency, establishing psychological safety, and developing ethical frameworks. The consequences of trust included improved job performance, increased productivity, enhanced decision-making quality, reduced resistance to technology, and strengthened organizational innovation. Overall, employees’ trust in AI is not merely a technological construct but rather a psychological–organizational process shaped by the interaction of individual, organizational, and technological factors.
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