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Trust and Human Resource Management
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.
More Information
Critical Acclaim
Contributors
Contents
More Information
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.
This timely book will prove to be an invaluable resource for academics interested in trust, HR and organizational behaviour. HR professionals should also not be without this path-breaking study.
This timely book will prove to be an invaluable resource for academics interested in trust, HR and organizational behaviour. HR professionals should also not be without this path-breaking study.
Critical Acclaim
‘This is an extremely welcome and timely contribution which extends our understanding of the relationship between trust and HRM in organizations, a relationship which has until now been under explored. This excellent edited collection explores trust in the context of HRM stage by stage from pre-entry to exit in a thoughtful and provocative way. In each chapter leading scholars in the trust and HRM fields highlight critical issues for both researchers and practitioners to consider. Key reading for anyone interested in how HRM can enhance and develop trust and how trust can contribute to the success of HRM.’
– Antoinette Weibel, University of Konstanz, Germany and President of First International Network on Trust
‘The issue of trust in organizations is an extremely important one, given the global economic situation. This edited collection is outstanding, comprised of the leading academics in the field and highlighting the challenges for HR over the coming decade. A must read for those in HRM, if we are to build trust in organizations in the future.’
– Sir Cary Cooper, CBE, University of Manchester, UK
– Antoinette Weibel, University of Konstanz, Germany and President of First International Network on Trust
‘The issue of trust in organizations is an extremely important one, given the global economic situation. This edited collection is outstanding, comprised of the leading academics in the field and highlighting the challenges for HR over the coming decade. A must read for those in HRM, if we are to build trust in organizations in the future.’
– Sir Cary Cooper, CBE, University of Manchester, UK
Contributors
Contributors: M. Ashleigh, J. Billsberry, C. Boon, S.E. Brodt, F. Buckley, M. Clinton, C.L. Cooper, J.R. Crawshaw, D.N. Den Hartog, A.M. Dionisi, G. Enosh, D. Guest, S. Harrington, M. Lindorff, K. Mather, A.K. Mishra, K.E. Mishra, V. Patent, J. Prichard, C. Rayner, M.N.K. Saunders, G.M. Schwarz, R.H. Searle, D. Skinner, S.S. Tzafrir, A. Wilson, L. Worrall
Contents
Contents:
PART I: INTRODUCTION
1. Introduction
Rosalind H. Searle and Denise Skinner
2. A Picture of Trust in UK Business Organizations
Les Worrall, Cary L. Cooper and Margaret Lindorff
3. The Evolution of Trust and Control as Seen through an Organization’s Human Resource Practices
Karen E. Mishra, Gavin M. Schwarz and Aneil K. Mishra
PART II: EARLY ENTRY
4. The Development and Destruction of Organizational Trust During Recruitment and Selection
Rosalind H. Searle and Jon Billsberry
5. Human Resource Management, the Psychological Contract and Trust
David Guest and Michael Clinton
6. Human Resource Management, Person–Environment Fit and Trust
Corine Boon and Deanne N. Den Hartog
PART III: TRAINING AND DEVELOPMENT
7. Enhancing Trust through Training
Mel Ashleigh and Jane Prichard
8. Trusted to Care: Role of Trust in Mentoring
Anthea Wilson and Volker Patent
PART IV: PERFORMANCE MANAGEMENT
9. Career Development, Progression and Trust
Jonathan R. Crawshaw
10. Trust in the Context of Performance Appraisal
Denise Skinner and Rosalind H. Searle
PART V: EMPLOYEE RELATIONS
11. Employee Relations and the Illusion of Trust
Kim Mather
12. Whose Side Are You On? Trust and HR in Workplace Bullying
Susan Harrington and Charlotte Rayner
PART VI: CHANGE MANAGEMENT AND ORGANIZATIONAL DEVELOPMENT
13. When Peers Become Leaders: The Effects of Internal Promotion on Workgroup Dynamics
Susan E. Brodt and Angela M. Dionisi
14. Trust and Strategic Change: An Organizational Justice Perspective
Mark N.K. Saunders
PART VII: EXIT
15. Beyond Attitudes and Norms: Trust Commitment and HR Values as Triggers of Intention to Leave
Shay S. Tzafrir and Guy Enosh
16. Trust and Engagement in a Downsizing Context: The Impact on Human Resource Managers
Finian Buckley
17. New Agendas and Perspectives
Rosalind H. Searle and Denise Skinner
Index
PART I: INTRODUCTION
1. Introduction
Rosalind H. Searle and Denise Skinner
2. A Picture of Trust in UK Business Organizations
Les Worrall, Cary L. Cooper and Margaret Lindorff
3. The Evolution of Trust and Control as Seen through an Organization’s Human Resource Practices
Karen E. Mishra, Gavin M. Schwarz and Aneil K. Mishra
PART II: EARLY ENTRY
4. The Development and Destruction of Organizational Trust During Recruitment and Selection
Rosalind H. Searle and Jon Billsberry
5. Human Resource Management, the Psychological Contract and Trust
David Guest and Michael Clinton
6. Human Resource Management, Person–Environment Fit and Trust
Corine Boon and Deanne N. Den Hartog
PART III: TRAINING AND DEVELOPMENT
7. Enhancing Trust through Training
Mel Ashleigh and Jane Prichard
8. Trusted to Care: Role of Trust in Mentoring
Anthea Wilson and Volker Patent
PART IV: PERFORMANCE MANAGEMENT
9. Career Development, Progression and Trust
Jonathan R. Crawshaw
10. Trust in the Context of Performance Appraisal
Denise Skinner and Rosalind H. Searle
PART V: EMPLOYEE RELATIONS
11. Employee Relations and the Illusion of Trust
Kim Mather
12. Whose Side Are You On? Trust and HR in Workplace Bullying
Susan Harrington and Charlotte Rayner
PART VI: CHANGE MANAGEMENT AND ORGANIZATIONAL DEVELOPMENT
13. When Peers Become Leaders: The Effects of Internal Promotion on Workgroup Dynamics
Susan E. Brodt and Angela M. Dionisi
14. Trust and Strategic Change: An Organizational Justice Perspective
Mark N.K. Saunders
PART VII: EXIT
15. Beyond Attitudes and Norms: Trust Commitment and HR Values as Triggers of Intention to Leave
Shay S. Tzafrir and Guy Enosh
16. Trust and Engagement in a Downsizing Context: The Impact on Human Resource Managers
Finian Buckley
17. New Agendas and Perspectives
Rosalind H. Searle and Denise Skinner
Index
