Trust and Human Resource Management
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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.
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Chapter 2: A Picture of Trust in UK Business Organizations

Les Worrall, Cary L. Cooper and Margaret Lindorff


Les Worrall, Cary L. Cooper and Margaret Lindorff* INTRODUCTION There is a growing body of literature that explores trust in organizations, much of which argues that trust plays a central role in the development and maintenance of employees’ psychological contracts; that high trust is associated with better organizational performance; that badly managed organizational change can violate trust; and that the most senior managers in organizations have a major role in establishing trust because the behaviours they reveal through their actions and their leadership styles are instrumental in forming the context in which human resource management (HRM) policies and practices are defined. The purpose of this chapter is to explore these issues. More specifically, the aims of this chapter are, first, to paint a picture of trust among managers in UK business organizations; second, to look at the effects of senior managers’ leadership styles on trust in senior managers; third, to look at the effects of large-scale organizational change on trust; and, finally, to examine which aspects of organizational climate and which organizational practices most affect trust in senior managers. Throughout the chapter comparisons will be made between the experiences of UK and Australian managers in order to identify similarities and differences. The chapter is highly empirical and makes use of data derived from the 2007 Quality of Working Life project (Worrall and Cooper, 2007) which was run in parallel with a study in Australia (Worrall et al., 2008). The Australian data allow us to put the UK study into an...

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