The relationship between employee well-being and organizational trust in the context of sustainable human resource management

Abstract

As the impact of the COVID-19 pandemic continues to grow, new challenges in the organizational and business environment emerge, causing the human resource management (HRM) to develop a flexible yet strategic and sustainable response in the face of instability and uncertainty. HRM practices that focus on employees’ emotional, psychological, and cognitive states are becoming crucial. The aim of this paper is to disclose the relationship between employee well-being and organizational trust in the context of sustainable HRM. The literature analysis revealed that sustainable HRM practices focused on meeting the needs of employees are particularly significant as they positively influence employee well-being. Furthermore, ensuring employee well-being based on sustainable HRM principles leads to increased organizational trust. The results of the analysis proved direct and indirect relationships between employee well-being and organizational trust; however, further research is needed to distinguish the relationship between sustainable human resource management practices and employee well-being, with a mediating role and moderating role of organizational trust.

Relationships between human resource management practices, employee satisfaction, service quality, and employee service behavior in the hotel industry

“…Implementing sustainable human resource management strategies becomes particularly crucial to support employees' secure functioning and well-being. These procedures assist businesses in meeting their employees' demands (Jaskeviciute et al, 2021). Kusluvan (2003) indicated various practices adopted in HRM, including turnover of employees, their perception, availability of promotion opportunities, and appraisal system.…”

Sustainable training practices: predicting job satisfaction and employee behavior using machine learning techniques

“…Steps in the welfare of employees develop an obligation towards the employers, which is backed by the SET, such that when one party goes beyond the written responsibilities, the others tend to respond similarly to maintain the mutually beneficial relationship (Emerson, 1987 ). Thus, when organizations invest in STP, they enhance their involvement in employee wellbeing and encourage employees to engage in activities outside of their specific responsibilities (Jaškevičiūtė et al, 2021 ). In other words, training creates a sense of “job influence” to the employee, leading them to engage in extra-role behaviors such as OCB and enhancing employees’ “comfortableness” and “confidence” (Snape & Redman, 2010 ).…”

Authentic Leadership, Employee Work Engagement, Trust in the Leader, and Workplace Well-Being: A Moderated Mediation Model

“…Core leadership elements such as fairness, honesty, and integrity remain critical in winning workers' trust and building a positive work setting. 66 Previous studies on the association between employee well-being and organizational trust have focused on social contract theory. 67 Leaders who are fair and honest and share information openly with their followers will attract trust, resulting in positive psychological feelings.…”