How Trust in One’s Employer Moderates the Relationship Between HRM and Engagement Related Performance
Vanhala, Mika; Dietz, Graham (2021-06-22)
Post-print / Final draft
Vanhala, Mika
Dietz, Graham
22.06.2021
Routledge
School of Business and Management
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© 2021 Taylor & Francis
© 2021 Taylor & Francis
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi-fe2021063040618
https://urn.fi/URN:NBN:fi-fe2021063040618
Tiivistelmä
Trust can be seen as important element for the effectiveness of organizational engagement. In particular, in order to be engaged to their work employees’ trust in their employer organisation plays a crucial role. This study adopts Dirks and Ferrin’s somewhat neglected model of trust as a moderator on the link between HRM and performance. Using a Finnish data-set from a forestry company, we find that trust in the employer moderates the relationship between HRM and unit-level performance. In three out of six HRM practices studied (communication, career opportunities and job design) the moderation effect was as expected: in a climate where the employer is highly trusted, the effect of the HRM practice on performance was enhanced. However, for three practices (learning and development, performance evaluation and rewards, participation) the effect of HRM was contrary to our hypotheses. We consider the implications of these results for both the trust and HRM literatures, and for HR practitioners.
Lähdeviite
Vanhala, M. and Dietz. G. (2021). How Trust in One’s Employer Moderates the Relationship Between HRM and Engagement Related Performance. In Segalla, M. (Ed.) International Perspectives on Employee Engagement. London: Routledge.
Alkuperäinen verkko-osoite
https://www.routledge.com/International-Perspectives-on-Employee-Engagement/Segalla/p/book/9780367696047Kokoelmat
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