TY  - JOUR
AB  - 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.
VL  - 33
IS  - 6
SN  - 0048-3486
DO  - 10.1108/00483480410561529
UR  - https://doi.org/10.1108/00483480410561529
AU  - Tzafrir Shay S.
AU  - Baruch Yehuda
AU  - Dolan Shimon L.
PY  - 2004
Y1  - 2004/01/01
TI  - The consequences of emerging HRM practices for employees' trust in their managers
T2  - Personnel Review
PB  - Emerald Group Publishing Limited
SP  - 628
EP  - 647
Y2  - 2024/05/03
ER  -