Trust and HRM in the new millennium

Zeffane, Rachid; Connell, Julia

doi:10.1080/09585190210158484

Cited by 84 publications

(70 citation statements)

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“…Thus trust can become a central issue for social regulation in areas such as OHS. Unfortunately, notwithstanding the crucial importance of this issue to improving OHS performance, “[t]he exact nature of trust and its role in shaping organizational safety is poorly understood” (Conchie et al 2006:1097), and “the formation of trust within workplace relationships is complex and elusive” (Zeffane & Connell 2003:4).…”

Section: Management‐based Regulation: What the Literature Tells Usmentioning

confidence: 99%

Organizational Trust and the Limits of Management-Based Regulation

Gunningham

Sinclair

2009

Law Soc Rev

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This article examines the relationship between management-based regulation and occupational health and safety through two case studies. The first describes how corporate occupational health and safety systems and standards were interpreted and implemented differently at different mine sites within the same company and examines the particular role of trust between workers and management in explaining variations in occupational health and safety performance. The second explores the difficulties of moving from a highly devolved system of responsibility to a more centralized approach, and the incapacity of externally mandated management-based regulation to change behavior at site level in the absence of a supportive workplace culture. The article argues that notwithstanding the heavy emphasis currently being placed on both internal (company-driven) and external (government-driven) management-based regulation, a commitment at corporate level does not necessarily percolate down to individual facilities where ritualistic responses or resistant subcultures may thwart effective change. The findings have important implications for the effectiveness of management-based regulation and meta-regulation more broadly.Formor e than a decade, private enterprise and governments in North America, Western Europe, and Australasia have been experimenting with an innovative approach to standard-setting variously termed process-based, systems-based, or management-based regulation (Coglianese & Lazar 2003; Gunningham & Johnstone 1999: Ch. 2). In contrast to traditional prescriptive standards (which tell duty holders precisely what measures to take) or performance standards (which specify outcomes or the desired level of performance), this approach involves firms developing their own process and management system standards, and developing internal planning and management practices designed to achieve regulatory or corporate goals. Such standards, whether they are

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Section: Management‐based Regulation: What the Literature Tells Usmentioning

confidence: 99%

Organizational Trust and the Limits of Management-Based Regulation

Gunningham

Sinclair

2009

Law Soc Rev

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“…Although there is already studies (see, e.g. Dirks and Ferrin, ; Aryee et al ., ; Büssing, ; Bijlsma and Koopman, ; Zeffane and Connell, ) which have revealed trust to be a significant determinant of organizational commitment, there is a lack of empirical evidence on the relationship between different dimensions of organizational trust and organizational commitment. This is important, because it gives indications, how trust‐related interventions aiming to increase the organizational commitment of employees should be directed.…”

Section: Introductionmentioning

confidence: 99%

Organizational Trust Dimensions as Antecedents of Organizational Commitment

Vanhala

Heilmann

Salminen

2016

Know. Process Mgmt.

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This study examines different dimensions of organizational trust as antecedents of employees' organizational commitment. Quantitative survey data from a large forest company (N = 411) and a large ICT company (N = 304) in Finland were collected. A structural equation modeling was used in order to test the hypotheses. The results from both samples demonstrated that impersonal trust dimensions were positively related to organizational commitment. Whereas, interpersonal trust dimensions did not have a significant impact on employees' organizational commitment. Perceived fairness and capability of the organization's policies and practices play an important role in terms of reinforcing employees' organizational commitment. Copyright © 2016 John Wiley & Sons, Ltd.

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“…This is surprising given that employees tend to perceive management trustworthiness and HRM implementation as indicative of an organisation's commitment to its workforce (Whitener, 1997;Skinner et al, 2004). Furthermore, HRM policies and practices are crucial in developing trusting relations within and across organisations (Whitener, 1997;Zeffane and Connell, 2003) and in influencing employees' perceptions of fair treatment by the organisation (Searle and Skinner, 2011).…”

Section: Introductionmentioning

confidence: 99%

A new propensity to trust scale and its relationship with individual well‐being: implications for HRM policies and practices

Ashleigh

Higgs

Dulewicz

2012

Human Res Mgmt Journal

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In the on‐going debate around HRM and performance, there is an argument that greater attention should be paid to understanding the role that employee attitudes, attributes and behaviours play. Emerging research suggests that trust and well‐being are two aspects that could contribute to this debate. Research has shown some relationships between trust and well‐being. However, this has tended to omit consideration of an individual's propensity to trust due to lack of suitable measures. This paper explores the relationships between propensity to trust and well‐being by means of a study of 458 managers using a newly developed instrument to assess propensity and established well‐being scales. Analyses of the results demonstrate a reliable measure of propensity and a range of positive relationships. The potential implications for HR policies and practices of a measure of propensity are discussed. In particular, application in the areas of selection and development are highlighted.

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Trust and HRM in the new millennium

Cited by 84 publications

References 0 publications

Organizational Trust and the Limits of Management-Based Regulation

Organizational Trust and the Limits of Management-Based Regulation

Organizational Trust Dimensions as Antecedents of Organizational Commitment

A new propensity to trust scale and its relationship with individual well‐being: implications for HRM policies and practices

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