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 17: New Agendas and Perspectives

Rosalind H. Searle and Denise Skinner

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


Rosalind H. Searle and Denise Skinner INTRODUCTION Within this book we have drawn on work from a variety of sectors and countries to bring together new conceptual ideas and empirical research on the topic of trust and human resource management (HRM). In doing this we have sought to consider in detail the relationship of trust and HRM and further develop our understanding of the way that they affect each other in the context of organizations. In this concluding chapter we summarize the key findings and ideas presented in the previous chapters, drawing out the patterns and emergent themes which we believe offer an exciting agenda for future research. We began the book by expressing our opinion that HRM provides a rich context in which to study trust in both organizations and management, and we believe that this has been amply demonstrated in the material presented. Within the chapters a number of HRM connected variables relating to employees’ decisions about whether or not to trust their organizations and their managers have been identified. In focusing on distinct aspects of the HRM cycle, the chapters have extended earlier suppositions that HRM processes influence employees’ perceptions of trust in management and the organization (Robinson and Rousseau, 1994; Whitener, 1997; Mayer and Davis, 1999). In the Introduction we also noted that, while HRM could influence levels of trust, the reverse influence was also possible in that levels of trust could impact on the nature and success of HRM within an organization. Consideration of the...

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