International Review of Industrial and Organizational Psychology 2011 2012
DOI: 10.1002/9781118311141.ch5
|View full text |Cite
|
Sign up to set email alerts
|

Employee Trust in Organizational Contexts

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
2
1
1
1

Citation Types

1
32
0
1

Year Published

2012
2012
2022
2022

Publication Types

Select...
7
1

Relationship

1
7

Authors

Journals

citations
Cited by 23 publications
(35 citation statements)
references
References 320 publications
1
32
0
1
Order By: Relevance
“…Finally, despite calls for trust scholars to include propensity to trust measures within their studies, (Searle, Weibel et al 2011) many of these studies do not include this measure and therefore it is more difficult to identify and control individual difference factors. Despite these limitations, our meta-analysis offers important practical implications.…”
Section: Discussionmentioning
confidence: 99%
“…Finally, despite calls for trust scholars to include propensity to trust measures within their studies, (Searle, Weibel et al 2011) many of these studies do not include this measure and therefore it is more difficult to identify and control individual difference factors. Despite these limitations, our meta-analysis offers important practical implications.…”
Section: Discussionmentioning
confidence: 99%
“…Second, the repackaging of manager-to-employee claims recounted by our HRPs is likely to be interpreted by employees as inaction exacerbating the bullying experience (Rayner, 2005) and potentially undermining targets' trust in HRPs' policy-inferred neutrality, benevolence, integrity and competence (Skinner et al, 2004). Employees' perceptions of HRPs' untrustworthiness may spill-over to threaten employee trust in management and the organisation (Dietz and Den Hartog, 2006;Searle et al, 2011a) with potential impact on employee and organisational outcomes (Searle et al, 2011b). Crucially for the persistent and pernicious nature of workplace bullying, a combination of targets' unwillingness to raise bullying claims in conjunction with HRPs' reframing and effective denial of those that are raised may be contributing to the continued prevalence and proportion of reported manager-to-employee bullying.…”
Section: Williamsmentioning
confidence: 99%
“…This in turn affects organisational and individual benefits, such as increased organisational performance and employee commitment, job satisfaction, and citizenship behaviours (e.g. Dirks and Ferrin, 2002;Searle et al, 2011b).…”
Section: Introductionmentioning
confidence: 99%
“…T hree perspectives on trust have emerged in the organisational literature (Searle et al, 2011b). First, trust has been contextualised within the rational choice theoretical paradigm as a decision.…”
Section: Introductionmentioning
confidence: 99%