The consequences of emerging HRM practices for employees' trust in their managers

Abstract

This study examines the consequences of emerging human resource management (HRM) practices for employees' trust in their managers from a combination of the theory of exchange and a resource‐base perspective. Using a national sample of 230 respondents, the research reported here portrays the paths which link the consequences of emerging HRM practices to employees' trust in their managers. In this framework, HRM consequences represent a proxy in which managers' actions, behaviours, and procedures affect employees' trust in their managers. The results indicate a significant and positive influence of empowerment, organisational communication and procedural justice as determinants of employees' trust in their managers. Using structural equation analysis, findings also indicate that procedural justice mediates the impact of employee development on their trust in their managers. Implications for strategic HR policies in organisations and suggestions for future research are discussed.

Citation

Tzafrir, S.S., Baruch, Y. and Dolan, S.L. (2004), "The consequences of emerging HRM practices for employees' trust in their managers", Personnel Review, Vol. 33 No. 6, pp. 628-647. https://doi.org/10.1108/00483480410561529