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To provide accounting department management and employees issues to consider when building trust within an accounting department.

A range of published (1994‐2005) publications, which aim to show the importance of building trust within an organization, are reviewed to show management accountants the importance of accomplishing organizational trust within an accounting department.

Accounting departmental employees need to trust accounting management. Accounting departmental employees need to feel comfortable communicating with accounting management. Employees will feel more comfortable communicating honestly and frankly if they feel their opinions and viewpoints are respected by accounting management. Accounting management should remember organizational trust is very important and a top priority in a well‐managed department.

This paper identifies the importance of accounting departmental management building organizational trust in their daily activities as professional managers. Management accountants will be more cognizant of the need to continually build organizational trust within the accounting department after they read the article.

Having worked internationally with senior executives within organisations seeking to restore lost trust, Endaba commissioned independent research specialists, OnePoll, to undertake a study amongst UK employees to establish trust levels within UK plc. This paper aims to outline the key findings.

The research took place over a two‐month period. Responses were received from 5,114 employees working for organisations employing in excess of 500 people across 22 different industry sectors. These ranged from aerospace, manufacturing and fast moving consumer goods (FMCG) to government/government agencies and utilities. As well as seeking to determine what employees perceive as the most important characteristics present in trustworthy individuals, the study also evaluated employee levels of trust in their CEOs, senior management and colleagues – and in themselves.

The full results were formally released at the Endaba Trust Conference, which took place at the Royal Society of Arts on Wednesday, 28 January 2009. In brief, sustained success requires an inside/out process, based on trust and starting with leaders themselves.

HR professionals will be able to use the findings outlined in the paper to benchmark trust levels within their own organisations and discover the main reasons why employees do not trust senior executives.

The purpose of this paper is to examine the effects of trust on an employee's job satisfaction and dedication. This study also extends Flaherty and Pappas's findings regarding the role of trust in salesperson‐sales manager relationships and Gill and Mathur's findings related to employee dedication and pro‐social behavior.

Employees from hospitality industry were interviewed to examine if employee trust in a hospitality manager improves job satisfaction and dedication.

Degree of employee job satisfaction and dedication is related to degree of employee trust in a hospitality manager.

If employees perceive higher degree of trust in a hospitality manager, the degree of their job satisfaction and dedication is perceived higher and vice‐versa.

This paper offers useful insights for hospitality managers based on empirical evidence.

This paper aims to contribute to the debate on employee performance by discussing the importance of trust in encouraging performance.

Based on a literature review of discretionary contributions to the organization and employee trust in their leaders.

There is strong evidence that the vulnerability of employees in the employment relationship has increased the importance of trust in encouraging employee extra‐role behaviour outside their legal and contractual obligation.

The importance of trust for employee behaviour has been well documented but the fragility of the psychological contract shows that discretionary extra‐role behaviour will be context specific.

Organizations need employees to perform beyond expectations and this paper shows the importance of trust in encouraging this performance.

This paper is important for managers and academics because of the imperative of being able to access and then use the knowledge and skills of employees.

A workplace bullying dynamic involving multiple individuals targeting victims can lead to the victim losing emotional bonds or affect-based trust with their colleagues, resulting in employee silence. The literature has largely ignored this negative aspect of social dynamics. This study aims to examine the relationship between workplace bullying and employee silence behaviors and determine whether affect-based trust mediates this relationship and whether climate for conflict management moderates the mediated relationship.

Hypotheses are tested using surveys and scenario-based experiments among faculty members in Indian Universities. There were 597 participants in the survey and 166 in the scenario-based experiment.

Results revealed that workplace bullying correlated positively with silence behaviors, and affect-based trust mediated the bullying-silence relationship. The hypothesized moderated mediation condition was partially supported as moderated the mediating pathway, i.e. indirect effects of workplace bullying on defensive silence and ineffectual silence via affect-based trust were weaker for employees with high climate for conflict management. However, the study failed to support the moderation of climate for conflict management in the relationship between workplace bullying and affect-based trust and workplace bullying and relational silence. The results of this moderated effect of climate for conflict management were similar in both studies.

This study is one of the few attempts to examine employee silence in response to workplace bullying in academia. Additionally, the study revealed a critical area of trust depletion associated with bullying and the importance of employee perceptions of fairness toward their institutions’ dispute resolution processes.

Previous research has mainly focused on the outcomes of empowering leadership, and empirical evidence on how to encourage leaders to display empowering behaviors has been overlooked, particularly from an interpersonal perspective.

Based on the integrative model of organizational trust, we investigate the relationship between employees' taking charge behaviors and empowering leadership considering the mediating role of leader trust in employees and the moderating role of risk propensity.

The results indicate that taking charge is positively associated with leader trust in employees, which influences the development of empowering leadership. Additionally, leaders' risk propensity moderates these relationships, that is, a higher level of risk propensity can enhance the promoting effect of leader trust on empowering behaviors.

This study explores the antecedents and mechanisms influencing empowering leadership and proposes the moderating effect of risk propensity. The findings not only clarify how and why employees' taking charge behaviors can stimulate empowering leadership but also offer a more comprehensive understanding of the antecedents of empowering leadership.

The purpose of this paper is to examine perceived supervisory support (PSS) and the impact of the antecedents of sharing knowledge, namely, clan culture (CC) as well as trust in innovative work behavior (IWB).

This research focuses on small and medium-sized enterprise (SME) employees, especially SMEs located around tourist attractions in Indonesia. Data collection was carried out by distributing questionnaires. The distribution of the questionnaire was carried out in two ways, namely, the offline and online systems via the Google form. Data analysis tool using structural equation modeling.

The findings reveal that PSS, knowledge sharing (KS), CC as well as trust are positively related to IWB. In addition, it was also found that KS was proven to mediate CC relationships as well as the trust which had a positive relationship with IWB.

The research design uses cross-sectional data. This means that the measurement of variables is based on self-reports and is carried out at one time, which can lead to method bias that can affect the results of the study. Thus, further research is recommended to collect data longitudinally, which will make the findings stronger.

Theoretically, this study extends previous research by outlining a set of organizational elements that tend to influence KS behavior and their impact on IWB in the SMEs context.

Managers and owners of SMEs need to create a CC because the creation of a family or CC will more easily foster a culture of sharing knowledge within the organization, which will ultimately increase IWB.

This study emphasizes that it is not only internal factors within employees that can foster IWB but there are external factors that play an important role in increasing IWB, such as CC, PSS, trust and KS. And to the best of the authors’ knowledge, this is the first study to include all the constructs in one model and the context of SMEs.

The purpose of this study is to extend the pay communication literature by examining the relationship between pay secrecy and turnover intentions with the inclusion of mediators. This study further analyzes the influence pay secrecy and organizational trust have on three key employee attitudinal variables that are directly related to turnover intentions.

The data were collected from participants that were recruited using Mechanical Turk, yielding a sample size of 496. Structural equation modeling (SEM) was used to analyze the hypotheses.

Findings demonstrate pay secrecy positively influences turnover intentions. This relationship is double-mediated by organizational trust with organizational cynicism, organizational disidentification, and job embeddedness. All hypotheses were supported.

This research shows that pay secrecy has negative effects on employee attitudes and behaviors. Based on the findings of this study, organizations should take steps toward pay openness to avoid employees becoming distrustful and more cynical of the organization, boost feelings of being embedded, and deter organizational disidentification.

This study contributes to the pay communication literature by further explaining the pay secrecy–turnover intentions relationship with the inclusion of mediators that have shown mixed results or have not been previously analyzed to the researchers' knowledge. Specifically, organizational trust, organizational cynicism, organizational disidentification, and job embeddedness were examined as mediators. Previous research has shown mixed results for the influence pay secrecy has on organizational trust, with some studies demonstrating pay secrecy to have a positive effect and others a negative effect. This study demonstrates support for pay secrecy's negative relationship with organizational trust.

The COVID-19 pandemic and technological advancements have enabled employees to telework. Referring to this emerging phenomenon, the authors aim to examine how employees' levels of trust in management mediated by psychological well-being impact their performance as they telework. Deploying the theoretical lens of person-environment misfit, the authors also explore the role of technostress in the trust-wellbeing-performance relationship.

The data was collected from 511 full-time service sector employees across Indian organizations through a structured survey questionnaire. The proposed moderation-mediation model for this study was tested using structural equation modeling and bootstrapping method.

Structural equation modeling results indicate that trust in management significantly impacts employee performance while teleworking. While psychological well-being was observed as a significant mediator, technostress played the moderator role in the trust-performance relationship. The moderated-mediation effect of psychological well-being in the trust-performance relationship was stronger when technostress was low and weaker when technostress was high.

The authors extend the person-environment misfit theory in the context of telework, highlighting the role of technostress that may impact the trust-wellbeing- performance relationship in such work settings.

The study informs leaders and managers on balancing delicate aspects such as employee trust and well-being that significantly impact performance as they telework. The authors also highlight the critical role of managers in respecting employees' personal and professional boundaries to alleviate technostress.

The authors make a novel theoretical contribution to the emerging literature on teleworking by examining the trust-psychological wellbeing-performance link and the role of technostress in this relationship.

Providing health care services requires collaboration between several occupations. This study aimed to reveal how three occupational groups (nurses, physicians, and administrators) perceive human resources management practices (HRMP) and whether these practices are differently associated with trust in the clinic manager.

The study included 290 employees from 29 primary care clinics, all affiliated with a health care organisation that operates in the public sector. Self-reporting questionnaires measured participants’ perceptions of six HRMP across occupations and their association with trust in the clinic manager. Variation between occupational groups was analysed through one-way analysis of variance (for groups’ perceptions of HRMP and trust in manager) and t-tests (for the association between perceived HRMP and trust in manager).

The results indicate some differences in perceived HRMP and trust across groups. Also, some differences were found across occupations regarding the relationship between HRMP and trust in the clinic manager: Nurses’ perceptions significantly differed from those of physicians and administrators, yet there was no significant difference between the two latter groups.

Health care organisations should expand their human resources architecture and customise their HRMP for each occupational group based on that group’s perceptions of the workplace. This can nurture trust in managers and create a climate for trust as a mechanism that encourages employees from distinct occupational groups to work together for the benefit of their clinic, organisation, and patients.

This study contributes to the discussion about the contextualisation of HRMP, providing insights regarding perceptions of HRMP as an enabler of an organisation’s strategy.