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 15: Beyond Attitudes and Norms: Trust Commitment and HR Values as Triggers of Intention to Leave

Shay S. Tzafrir and Guy Enosh

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


Shay S. Tzafrir and Guy Enosh INTRODUCTION Why do people voluntarily exit organizations? The process of leaving or exiting an organization has been a concern for researchers and practitioners for a long time. Interestingly, various terms have been used to describe the phenomenon, such as ‘exit’, ‘turnover’ and so on. Although the different usage indicates some difference in meaning at certain points, for example, ‘exit’ meaning leaving the organization, while ‘turnover’ may mean also changing the position within the organization, many authors use them interchangeably. The issue of exit – leaving the organization – has been discussed in extant literature within the context of organizational processes such as downsizing and layoff (Brockner et al., 1997; Baruch and Hind, 2000). Much less attention has been focused on voluntary leaving based on choices made by the employee him- or herself. In this chapter, we shall use the term ‘exit’ as describing the act of leaving the organization voluntarily. For organizational effectiveness, the crucial, mostly negative consequences of members exiting the organization (regardless of such leaving being voluntary or forced) are well documented in the literature (for example, Mobley, 1982; Maertz et al., 1998). At the organizational level, workforce performance is negatively affected in the short term. Furthermore, organizations are required to invest extensive amounts in order to finance the leaving employees as well as the added staffing and training costs associated with the loss of personnel. In addition, operational disruption may occur, leading to losses in capacity, production, and profits, especially in organizations where...

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