Tracing the effects of employee involvement and participation on trust in managers: An analysis of covariance structures

Andrew R. Timming

Research output: Contribution to journalArticle

26 Citations (Scopus)

Abstract

Using data from the 2004 Workplace Employment Relations Survey of Employees, this article employs structural equation modelling in order to trace the effects of employee involvement and participation on the extent to which British workers trust reciprocally in management. The results point to a series of organizational benefits of participation, including increased job influence, a greater sense of job satisfaction and improved levels of commitment and trust in managers. However, increased job influence was paradoxically linked to lower levels of organizational commitment and trust. The findings generally confirm that employee voice is 'good' in principle for building trust, but that the effects of employee voice may work against trust development.

Original languageEnglish
Pages (from-to)3243-3257
Number of pages15
JournalInternational Journal of Human Resource Management
Volume23
Issue number15
DOIs
Publication statusPublished - Sep 2012
Externally publishedYes

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