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 4: The Development and Destruction of Organizational Trust During Recruitment and Selection

Rosalind H. Searle and Jon Billsberry


Rosalind H. Searle and Jon Billsberry INTRODUCTION Recruitment and selection are processes which precede the formal HR (human resource) employment cycle (Searle and Skinner, ch. 1 in this volume). HR recruitment processes generate potential applicants from which the organization assesses and selects suitable new employees (Searle, 2009). While research has identified high levels of trust as common within the early stages of the employment relationship (Robinson, 1996), few have considered applicants’ trust in the organization during the preemployment stage. We contend that as the start of a relationship is the ‘most critical time frame for organizational participants to develop trust’ (McKnight et al., 1998: 473), this is a serious omission. Recruitment and selection present a unique context in which to examine organizational trust as they comprise key situations in which the trustworthiness of an organization is articulated and enacted. In this chapter, we shall demonstrate how these processes affect not only the trust perceptions of applicants, but also those of existing staff. By explicitly recognizing the role of organizational trust in pre-entry processes, we reveal new insights about the behaviour of applicants and recruiters, and demonstrate the fragility of trust. We contend that applicant attraction is predicated on organizational trust made salient through these processes, which underpin applicants’ recruitment, subsequent selection and job offer behaviour. This chapter makes four significant contributions. First, by extending the concept of organizational trust into the recruitment and selection domain. Second, by exploring Lewis and Weigert’s (1985) leap of trust into a recruitment context we...

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