Table of Contents

Trust and Human Resource Management

Trust and Human Resource Management

Edited by Rosalind H. Searle and Denise Skinner

An organization’s human resource management (HRM) policies and their implementation have long been claimed to influence trust within an organizational environment. However there has, until now, been a limited examination of the relationship between the two. In this unique book, the contributors explore the HRM cycle from entry to exit, and examine in detail the issue of trust and its links with HRM. Each chapter takes an aspect of HRM including; selection, performance management, careers and personal development, training, change management and exit, and offers a new understanding and insight into the role, importance and challenges to trust within these processes.

Chapter 1: Introduction

Rosalind H. Searle and Denise Skinner

Subjects: business and management, human resource management, organisation studies


Rosalind H. Searle and Denise Skinner It has been claimed that trust has a number of significant benefits for organizations and their employees. Studies indicate both direct and indirect benefits, such as improved performance, enhanced pro-social behaviours, reduced costs (see Searle et al., 2011a for review). A direct relationship has been identified between trust and organizational effectiveness, efficiency and performance (Whitney, 1994; Kramer and Tyler, 1996; Davis and Landa, 1999; Mayer and Davis, 1999; Dirks and Ferrin, 2002). Trust has been found to improve organizational performance indirectly by fostering desirable work-related behaviours and creating a more conducive climate for cooperative organizational performance (Zand, 1972; Konovsky and Pugh, 1994; Kramer, 1999). In addition, trust has been linked to enhanced knowledge sharing and innovation, discretionary behaviours, higher motivation and positive attitudes (Searle et al., 2011a). Studies demonstrate that employees with high trust in their organizations put greater effort into their roles and work more cooperatively with others (Podsakoff et al., 1990; Konovsky and Pugh, 1994; Pillai et al., 1999). In contrast, those who do not trust their organizations work less effectively (Dirks and Ferrin, 2001), engage in counterproductive behaviours (Bies and Tripp, 1996), or leave (Robinson, 1996). Thus trust has been connected to positive human behaviours in the workplace that support the achievement of the organization’s goals. This clearly resonates with the central premise of human resource management (HRM), with its emphasis on the facilitation of behaviours which, from the organization’s perspective, are positive and desirable and that result in levels of...