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 8: Trusted to Care: Role of Trust in Mentoring

Anthea Wilson and Volker Patent


Anthea Wilson and Volker Patent INTRODUCTION Mentoring is a relational process in organizations which shapes the development of employees during different stages in their tenure with their employer (Kram, 1985). Mentors play a variety of roles depending on the stage of the mentee’s career development and the formal mentoring roles they have been assigned by their organization (Noe, 2006). The type of mentoring mentees receive is dependent on the type of organization (for example, education, healthcare, management) and its particular concerns in developing future and current employees (Donovan, 1990; Putman et al., 1993; Yonge et al., 2007). There has been a lot of work focused on what makes a good mentor–mentee relationship, and on the perceptions and experiences of mentors in their work environments; however, there has been very little work on the role of trust in mentors’ experience of mentoring. In this chapter we shall examine trust in mentoring relationships with specific attention to a sample of nurses who were interviewed during a period in which they mentored pre-registration nursing students. Trust emerged spontaneously in many of the interviews, suggesting that it is a salient feature of the mentoring context. In the chapter we explore the immersion of mentors within a complex network of overlapping dyadic relationships that manifest at different stages of their mentoring activity. Our chapter contributes to the literature on mentoring and trust. First, we highlight the ways in which mentors use trust to provide students with safe environments in which they learn and develop...

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