Trust in the employer: the role of high-involvement work practices and procedural justice in European organizations

By Rosalind Searle, Deanne N. den Hartog, Antoinette Weibel, Nicole M. Gillespie, Frédérique E. Six, Tally Hatzakis, D. Skinner. 2011

243 citations recorded by the source corpus.

Despite the central role of trust in the organizational sciences, we know little about what makes people trust the organizations they work for. This paper examines the antecedents of employees' trust in their organizations drawing on survey data from over 600 European professional workers and managers. The results revealed direct as well as indirect relationships of both human resource (HR) practices and procedural justice with trust. The relationships of both HR practices and procedural justice with trust were partially mediated by perceptions of organizational trustworthiness (in terms of perceived ability and trustworthy intentions of the organization). Justice and HR practices were also found to interact such that justice forms a stronger predictor of trust in organizations when HR practices are less developed. In addition, employees' dispositional propensity to trust explained significant variance in employee trust in their organization, even when it was controlled in our analysis. The implications of these findings for research and practice are discussed.

Subfields: Organizational Behavior and Human Resource Management, Safety Research, Social Psychology

View Paper: https://www.semanticscholar.org/paper/c4be81f4c5500044ba2a3a4ce4cd9e95dc6650f5

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In Organizational Behavior and Human Resource Management

In Safety Research

In Social Psychology

Citations in the corpus

Trust in teams: A taxonomy of perceived trustworthiness factors and risk-taking behaviors in face-to-face and virtual teams (2020, background): “In addition, future research might enrich the trust literature by examining hierarchical multi-level perspectives in terms of investigating trust relationships of individuals in teams within organizations (Kozlowski and Klein, 2000; Searle et al., 2011).”
The turn to employees in the measurement of human resource practices: A critical review and proposed way forward (2019, unknown): “…(2001); Macky and Boxall (2007); Marescaux et al. (2013); Messersmith, Patel, Lepak, and Gould‐Williams (2011); Piening, Baluch, and Salge (2013); Searle et al. (2011); Shen et al. (2014); Shen and Zhu (2011); Shih, Chiang, and Hsu (2010); Stumpf et al. (2010); Sun, Aryee, and Law (2007);…”
Mapping the relationships between high-performance work systems, employee resilience and engagement: a study of the banking industry in China (2019, methodology): “Following other studies in the area (e.g. Schaufeli et al., 2002; Searle et al., 2011; Wang et al., 2014), we specified HPWS, employee resilience and engagement as HPWS Employee”
Are Commitment Profiles Stable and Predictable? A Latent Transition Analysis (2016, background): “Structural Equation Modeling, 13, 440-464. Dolan, C. V. (1994). Factor analysis of variables with 2, 3, 5 and 7 response categories: A comparison of categorical variable estimators using simulated data.”
Human resource practices, employee attitudes and small firm performance (2017, unknown): “Again this ultimately believed to be associated with firm success (Searle et al., 2011; Harney and Jordan, 2008).”