Employee Trust in Organizational Contexts

Dun, Desirée H. van; Wilderom, Celeste P.M.

doi:10.1002/9781118311141.ch5

Cited by 23 publications

(35 citation statements)

References 320 publications

(273 reference statements)

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“…Finally, despite calls for trust scholars to include propensity to trust measures within their studies, (Searle, Weibel et al 2011) many of these studies do not include this measure and therefore it is more difficult to identify and control individual difference factors. Despite these limitations, our meta-analysis offers important practical implications.…”

Section: Discussionmentioning

confidence: 99%

Do we bank on regulation or reputation? A meta-analysis and meta-regression of organizational trust in the financial services sector

Nienaber

Hofeditz

Searle

2014

International Journal of Bank Marketing

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Section: Discussionmentioning

confidence: 99%

Do we bank on regulation or reputation? A meta-analysis and meta-regression of organizational trust in the financial services sector

Nienaber

Hofeditz

Searle

2014

International Journal of Bank Marketing

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“…Second, the repackaging of manager-to-employee claims recounted by our HRPs is likely to be interpreted by employees as inaction exacerbating the bullying experience (Rayner, 2005) and potentially undermining targets' trust in HRPs' policy-inferred neutrality, benevolence, integrity and competence (Skinner et al, 2004). Employees' perceptions of HRPs' untrustworthiness may spill-over to threaten employee trust in management and the organisation (Dietz and Den Hartog, 2006;Searle et al, 2011a) with potential impact on employee and organisational outcomes (Searle et al, 2011b). Crucially for the persistent and pernicious nature of workplace bullying, a combination of targets' unwillingness to raise bullying claims in conjunction with HRPs' reframing and effective denial of those that are raised may be contributing to the continued prevalence and proportion of reported manager-to-employee bullying.…”

Section: Williamsmentioning

confidence: 99%

“…This in turn affects organisational and individual benefits, such as increased organisational performance and employee commitment, job satisfaction, and citizenship behaviours (e.g. Dirks and Ferrin, 2002;Searle et al, 2011b).…”

Section: Introductionmentioning

confidence: 99%

Too hot to handle? Trust and human resource practitioners' implementation of anti‐bullying policy

Harrington

Rayner

Warren

2012

Human Res Mgmt Journal

104

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In this article, we examine the dynamics of trust in the triadic relationship between HR, employees and managers when dealing with allegations of workplace bullying. Previous research has shown employees to be dissatisfied with HR practitioners' responses to complaints of workplace bullying, and we explore the novel angle of the HR practitioners' perspective through semistructured interviews. Paralleling extant employee accounts, the findings suggest that HR practitioners rarely judge situations as bullying where a manager is accused. Trust between employee, manager and HR practitioner is essential for the successful resolution of bullying claims, yet this study suggests multiple directions of distrust. By virtue of their role alignment and previous experiences of handling bullying, HR practitioners were found to prioritise their relationships with managers, automatically distrusting employees' bullying claims. Despite also distrusting managers to effectively deliver HRM practices, it appears that bullying complaints are ‘too hot to handle’ for HR practitioners given the risks to their relationships with managers.

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“…T hree perspectives on trust have emerged in the organisational literature (Searle et al, 2011b). First, trust has been contextualised within the rational choice theoretical paradigm as a decision.…”

Section: Introductionmentioning

confidence: 99%

The link between perceived HRM practices, performance and well‐being: the moderating effect of trust in the employer

Alfes

Shantz²,

Truss

2012

Human Res Mgmt Journal

184

206

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The present study examines the interaction between perceived HRM practices and trust in the employer on employee performance and well‐being. Specifically, the study tests whether trust in the employer moderates the relationships between perceptions of HRM practices and task performance (as rated by employees’ supervisors), organisational citizenship behaviour, turnover intentions and employee well‐being. Support was found for the majority of the hypotheses using data from 613 employees and their line managers in a service sector organisation in the UK. Trust in the employer moderates the relationships between perceived HRM practices and task performance, turnover intentions and individual well‐being, but not organisational citizenship behaviour. Implications of the findings for organisations and future research are discussed.

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Employee Trust in Organizational Contexts

Cited by 23 publications

References 320 publications

Do we bank on regulation or reputation? A meta-analysis and meta-regression of organizational trust in the financial services sector

Do we bank on regulation or reputation? A meta-analysis and meta-regression of organizational trust in the financial services sector

Too hot to handle? Trust and human resource practitioners' implementation of anti‐bullying policy

The link between perceived HRM practices, performance and well‐being: the moderating effect of trust in the employer

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