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

Andrew Richard Timming

    Research output: Contribution to journalArticlepeer-review

    32 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
    JournalInternational Journal of Human Resource Management
    Volume23
    Issue number15
    Early online date7 Dec 2011
    DOIs
    Publication statusPublished - 2012

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