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Human Resource Management Practices and Trust in Public Organizations

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  • Yoon Jik Cho
  • Theodore H. Poister

Abstract

Trust has been acknowledged as a valuable managerial resource within organizations. Working as a lubricant of organizational functioning, trust reduces opportunistic behaviours while it increases voluntary compliance to organizational norms and rules as well as enhancing individual and organizational performance. Considering the importance of trust, it is worthwhile to explore what factors may help build trust within organizations. This research investigates whether perceptions of several human resource management (HRM) practices are associated with trust in government organizations. According to social exchange theory, HRM practices signal management's commitment to employees which in turn leads to greater trust in the organization. Using data from an employee survey conducted for the Georgia Department of Transportation in 2007, this research tests how employee perceptions of HRM practices are related to trust in three distinct levels of management in a large department of state government: trust in department leadership, trust in one's leadership team, and trust in one's supervisor. Binary logit analyses suggest that perceptions of HRM practices focusing on autonomy, compensation, communication, performance appraisal, and career development are associated with trust in public organizations. According to the result, those practices present variation in their leverage on trust in leadership at different levels.

Suggested Citation

  • Yoon Jik Cho & Theodore H. Poister, 2013. "Human Resource Management Practices and Trust in Public Organizations," Public Management Review, Taylor & Francis Journals, vol. 15(6), pages 816-838, September.
    • Handle: RePEc:taf:pubmgr:v:15:y:2013:i:6:p:816-838
    DOI: 10.1080/14719037.2012.698854
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    Cited by:

    1. Helena Bulińska-Stangrecka & Anna Bagieńska, 2021. "The Role of Employee Relations in Shaping Job Satisfaction as an Element Promoting Positive Mental Health at Work in the Era of COVID-19," IJERPH, MDPI, vol. 18(4), pages 1-18, February.
    2. Mohammad Bin Amin & Mohammad Rabiul Basher Rubel, 2020. "Human resource management practices and employee knowledge sharing behavior: Mediating role of knowledge sharing intention," Asian Journal of Empirical Research, Asian Economic and Social Society, vol. 10(5), pages 150-164, May.
    3. Joanna Luczak, 2018. "Police human resource policy in the Lodz voivodeship as a determinant of knowledge and organization’s effective operation," Ekonomia i Prawo, Uniwersytet Mikolaja Kopernika, vol. 17(1), pages 71-82, March.
    4. Cupcea Ion & Birca Alic, 2023. "The Particularities Of Human Resources Management In The Public Sector," Annals - Economy Series, Constantin Brancusi University, Faculty of Economics, vol. 3, pages 148-156, June.

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