|Ph.D Student||Tzafrir Shay|
|Subject||Human Resource Management and Trust in the Organizational|
|Department||Department of Industrial Engineering and Management||Supervisor||Mr. Gedaliahu Harel (Deceased)|
Trust as a concept, is the point at which several disciplines of organizational research intersect. Notwithstanding this convergence, researchers have yet to agree upon a definition of trust. The present research is an attempt to develop a standardized questionnaire that can be used to compare trust in and across organizations. Moreover, scholars have already acknowledged that trust represents a critical variable that influences the performance, effectiveness, and efficiency of the organizations. Despite extensive theory and empirical research on trust, managerial perceptions of trust in their employees have not yet been examined. Thus, another purpose of this study was to develop and test a framework for examining the influence of managerial trust in their employees on human resource management practices.
The study developed and demonstrated the reliability and validity of a set of items for measuring trust in employment relationships. The analyses highlighted a three sub scale: concern, harmony, and reliability. The study also found that HR managers in organizations with high levels of trust in their employees were more likely to shape a different kind of HRM system, namely "high performance work practices" than HR managers with low levels of trust. In particular organizations with a high level of trust invest more in training, increase employee participation, and promote more employees rather than hire outside. This study is among the first to explore the broader effects of trust in the workplace.