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 6: Human Resource Management, Person–Environment Fit and Trust

Corine Boon and Deanne N. Den Hartog

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

Extract

Corine Boon and Deanne N. Den Hartog INTRODUCTION A good match between employees and their work environment, also labeled ‘person–environment (PE) fit’, benefits both individual employees and the organizations that they work for (Bretz and Judge, 1994; Kristof, 1996; Kristof-Brown et al., 2005b) Research has shown that PE fit is associated with positive attitudes, behaviors and performance of employees, including trust (Kristof-Brown et al., 2005b). Different types of PE fit are distinguished. The most widely studied type of PE fit is the match between employees and the organizations they work in, person–organization (PO) fit, also labeled ‘value congruence’. Other types of PE fit that have been studied are the match between employees and their jobs (person–job (PJ) fit), their team or workgroup (person–group (PG) fit), and their supervisor (person–supervisor (PS) fit) (ibid.). Researchers have suggested that high value congruence, which implies a strong culture and shared values among employees, relates to higher levels of employee trust. The social identity literature, for example, shows that positive beliefs associated with group membership influence trust and cooperation (Williams, 2001). Also, the strong culture that results from high value congruence creates a sense of corporate community, which enhances trust (Zeffane and Connell, 2003). Of the different types and degrees of trust that are distinguished, relationship and identificationbased forms seem particularly closely linked to PE fit, for example, as identification-based trust is ‘such that both parties assume a common identity, and each party can represent the other’s interests with their...

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