Trust and Human Resource Management

Edited by Rosalind H. Searle, Adam Smith Business School, University of Glasgow and Denise Skinner, Dean and Professor of Human Resource Management, Coventry University, UK

• Contents: PART I: INTRODUCTION1. IntroductionRosalind H. Searle and Denise Skinner2. A Picture of Trust in UK Business OrganizationsLes Worrall, Cary L. Cooper and Margaret Lindorff3. The Evolution of Trust and Control as Seen through an Organization’s Human Resource PracticesKaren E. Mishra, Gavin M. Schwarz and Aneil K. MishraPART II: EARLY ENTRY4. The Development and Destruction of Organizational Trust During Recruitment and SelectionRosalind H. Searle and Jon Billsberry5. Human Resource Management, the Psychological Contract and TrustDavid Guest and Michael Clinton6. Human Resource Management, Person–Environment Fit and TrustCorine Boon and Deanne N. Den HartogPART III: TRAINING AND DEVELOPMENT7. Enhancing Trust through TrainingMel Ashleigh and Jane Prichard8. Trusted to Care: Role of Trust in MentoringAnthea Wilson and Volker PatentPART IV: PERFORMANCE MANAGEMENT9. Career Development, Progression and TrustJonathan R. Crawshaw10. Trust in the Context of Performance Appraisal Denise Skinner and Rosalind H. SearlePART V: EMPLOYEE RELATIONS11. Employee Relations and the Illusion of TrustKim Mather12. Whose Side Are You On? Trust and HR in Workplace BullyingSusan Harrington and Charlotte RaynerPART VI: CHANGE MANAGEMENT AND ORGANIZATIONAL DEVELOPMENT13. When Peers Become Leaders: The Effects of Internal Promotion on Workgroup DynamicsSusan E. Brodt and Angela M. Dionisi14. Trust and Strategic Change: An Organizational Justice PerspectiveMark N.K. SaundersPART VII: EXIT15. Beyond Attitudes and Norms: Trust Commitment and HR Values as Triggers of Intention to LeaveShay S. Tzafrir and Guy Enosh16. Trust and Engagement in a Downsizing Context: The Impact on Human Resource ManagersFinian Buckley17. New Agendas and PerspectivesRosalind H. Searle and Denise SkinnerIndex

‘This is an extremely welcome and timely contribution which extends our understanding of the relationship between trust and HRM in organizations, a relationship which has until now been under explored. This excellent edited collection explores trust in the context of HRM stage by stage from pre-entry to exit in a thoughtful and provocative way. In each chapter leading scholars in the trust and HRM fields highlight critical issues for both researchers and practitioners to consider. Key reading for anyone interested in how HRM can enhance and develop trust and how trust can contribute to the success of HRM.’