Research into interpersonal trust within organisational contexts tends to concentrate on managers as a referent, largely ignoring the potential social benefits of trust amongst co-workers. Hence, the aim of this study is to investigate the influence of co-worker trust on selected organisational perceptions and attitudes. Results provided empirical support for the fundamental role of co-worker trust. Co-worker trust was found to be a significant predictor of perceived organisational support, lowered turnover intention, and greater affective commitment. In view of these results, it is suggested that there may be opportunities for organisations to improve individual and organisational effectiveness by engendering trust throughout peer levels.

PurposeRegulatory frameworks in Australia encourage employee participation in decision making (PDM) on the basis that participation benefits work effort, job satisfaction and commitment. Although the literature supports this premise, there is little evidence that patterns of causal inference in the relationship are clearly understood. This study aims to examine for structural and causal inference between PDM and the work environment over time.Design/methodology/approachStructural equation modeling was used to examine longitudinal, matched sample data for causal inferences.FindingsThe paper finds that participation in decision making appears to promote job satisfaction and commitment, whereas task variety and work effort foster participation.Research limitations/implicationsThe use of quantitative, self report data, small samples and cross industry data as well as possible overlap between commitment foci may limit the transferability of the findings. It is also important to note causality is merely inferred.Practical implicationsAlthough participation in decision making positively influences work effort, autonomy and commitment, practitioners need to be mindful of keeping a balance between employee and employer needs. Job satisfaction and commitment are at risk in the long term if participation is viewed merely as a survival strategy for coping with work effort and task variety.Originality/valueThe paper examines inferred causality within a participative decision‐making framework and addresses the previously neglected need for multi‐site and longitudinal studies.

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The recent growth in the trust literature indicates that both researchers and practitioners are continuing to recognise its importance as a factor for determining organisational success and the well‐being of employees. Trust is, however, a complex, multidimensional construct that has generated much debate concerning how trusting relationships might be created. The aim of this paper is to add to current debates by reporting on a study concerning trust within manager‐subordinate relationships within a large Australian organisation. The annual staff survey for this organisation indicated that levels of trust in managers were very low, leading the authors to investigate the predictors and outcomes of this situation. Focus group and survey questionnaire results led to the finding that perceived organisational support, procedural justice and transformational leadership were significant predictors of trust in managers and that turnover intent and commitment were significant outcomes. The implications of these findings for researchers and practitioners are discussed.