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Aim: This study aims to understand the effect of sustainable human resource management (SUHRM) practices on employee work wellbeing (WWB). By drawing on the self-determination theory and social identity theory, this study explores the sequential mediation effect of voice behaviour and trust in management in the association between SUHRM and employee WWB.

Method: The study, which is conducted in the context of the Indian information technology (IT) industry, is quantitative in nature and employs a descriptive research design. The data for the study are collected using a cross-sectional survey conducted among the managerial workforce of the top 10 IT companies in India. The study employs IBM SPSS 22 along with the Hayes’ PROCESS module to investigate the mediation effects.

Findings: The core findings support the theoretical claims that SUHRM positively influences employee WWB. The study also reveals that trust in management and voice behaviour acts as sequential mediators in the relationship between SUHRM and employee WWB.

Originality: This is one of the first studies to validate the individual consequences of SUHRM empirically. Besides, studying the effect of SUHRM on employees’ WWB contributes to the literature on wellbeing.

Implications: By explaining the relationship between SUHRM, trust in management, voice behaviour, and workplace wellbeing, the current study contributes to the literature on HRM, organisational behaviour, and environmental management. SUHRM can improve the employee workplace wellbeing, which might mitigate the turnover rate, a major problem daunting the IT industries. Thus, the study emphasises the importance of SUHRM in affecting employee behaviours and has important implications for HR practitioners and scholars.

This purpose of this study is to examine the relationship between workplace fun, trust-in-management, employee satisfaction and whether the level of fun experienced at work moderates the effects.

Data were collected from a sample of 240 frontline staff in a large-scale retail store in Hong Kong.

The results show that trust-in-management mediates the relationship between workplace fun and employee job satisfaction. Additionally, employees who experience a high level of fun in the workplace have a greater effect on workplace fun, trust-in-management and job satisfaction.

The main limitation of this study is that it collects data from a self-reported single source in a cross-sectional survey design.

Because workplace fun helps organizations promote employee trust and job satisfaction, organizations should provide more enjoyable activities for employees to participate in.

This study provides a new insight into the effects of workplace fun on employees’ trust-in-management and job satisfaction.

The purpose of this paper is to explore and present current trends and developments in the field of managers’ perceptions of trust and the management of change in Cyprus, Greece and Romania, in a period of strategic organizational change. A total of 126 managerial employees (communication managers, operation managers, quality control managers, safety & environmental managers, and office managers) working in different departments of organizations in Cyprus, Greece, and Romania respond and complete the online questionnaire.

A qualitative study using an online questionnaire with interview questions was developed to arrive at the study’s findings. To acknowledge relevant perceptions of trust and the management of change during organizational change in different organizations in Cyprus, Greece and Romania, unique questions helped to support the research results and highlight themes that emerged from interview sessions with the study participants.

The findings highlight the need for organizational leadership to establish mutual trust and effective communication with managerial employees for successful cooperation during times of strategic change and enhanced overall employee performance. This study is relevant for researchers and academics in the areas of change management and communication, presenting current trends and developments in perceptions of trust and change management in Cyprus, Greece and Romania. It may also help them achieve recognition among their peers and colleagues from other disciplines.

An important implication of the study derives from the finding on the uniqueness of the knowledge and information work carried out by the respondents and the impact that this can have in their working environment and their productivity. As a result of the above, this study provides indications to recruiters and managers regarding a number of desirable and necessary skills, and motivational factors that future employees may need to have or develop in order to carry out their job efficiently and effectively.

Researching managerial employees’ perceptions of trust and the management of change in organizations can have significant implications for human resources management during a time of strategic change.

This research study may contribute to the management and communication area in European countries in stimulating new approaches to management and social issues and in the corporate management practice.

This study produces new knowledge instead of summarizing what is already known in a new form in the area of management and corporate communication. The researcher reports the results in analysis and interprets the results by discussing possible implications and solutions.

The contemporary career development models argued more for self-management of careers, yet few researchers emphasized importance of organizational career management. The purpose of this paper is to check association between perceived organizational career management practices, trust in management and turnover intentions.

In this study, authors proposed a model based on social exchange theory. Data for this study were collected from 405 IT professionals employed in India. The proposed model was tested using structural equation modelling.

Results showed significant direct and indirect negative effect of perceived informal organizational career management on turnover intention. In case of perceived formal organizational career management only indirect effect was significant. Trust in management mediated relationship between both types of organizational career management and turnover intentions.

First, this study delineated effect of formal and informal perceived organizational career management practices on turnover intentions. Second, this study introduced trust in management as mediator to explain relationship between organizational career management practice and outcome.

Electronic monitoring and surveillance (EMS) practices provide new challenges in the workplace. The purpose of this paper is to examine the relationship between EMS in the workplace on employees’ trust in management.

This paper is based upon data from the 2012 Australian Electronic Workplace Survey of 500 randomly sampled employees. Controlling for a range of personal, job and workplace characteristics, the data were analysed using OLS and ordered probit regression.

The regression analyses identified that EMS has, on average, a negative relationship with trust in management. The authors further differentiated the sample to examine the potential impact of EMS on trust between manual and non-manual employees. The study found the relationship between EMS and trust in management was only evident for manual workers.

Future research should investigate the extent to which employee attitudes, commitment and engagement are impacted, and the individual-level and organisational-level outcomes of EMS. Causal inferences are necessarily limited and the research does not address managers’ underlying motives. Although self-reported data on EMS reflect objectively measured characteristics of the organisation.

EMS can have negative effects on the employment relationship through the loss of trust in management, especially for manual workers. Tangible effects may flow from this through withdrawal behaviour such as employee exit from the organisation.

The findings of this study provide evidence to add to the debate on the extent and impact of EMS in the workplace and its impact on employees, the employment relationship and productivity.

Workplace surveillance is one of the most contentious issues facing employers, workers, unions, government and legal experts. However, little research has been undertaken on the effects of EMS on important job-related attitudes such as trust. The current paper remedies some of these deficits.

The COVID-19 pandemic and technological advancements have enabled employees to telework. Referring to this emerging phenomenon, the authors aim to examine how employees' levels of trust in management mediated by psychological well-being impact their performance as they telework. Deploying the theoretical lens of person-environment misfit, the authors also explore the role of technostress in the trust-wellbeing-performance relationship.

The data was collected from 511 full-time service sector employees across Indian organizations through a structured survey questionnaire. The proposed moderation-mediation model for this study was tested using structural equation modeling and bootstrapping method.

Structural equation modeling results indicate that trust in management significantly impacts employee performance while teleworking. While psychological well-being was observed as a significant mediator, technostress played the moderator role in the trust-performance relationship. The moderated-mediation effect of psychological well-being in the trust-performance relationship was stronger when technostress was low and weaker when technostress was high.

The authors extend the person-environment misfit theory in the context of telework, highlighting the role of technostress that may impact the trust-wellbeing- performance relationship in such work settings.

The study informs leaders and managers on balancing delicate aspects such as employee trust and well-being that significantly impact performance as they telework. The authors also highlight the critical role of managers in respecting employees' personal and professional boundaries to alleviate technostress.

The authors make a novel theoretical contribution to the emerging literature on teleworking by examining the trust-psychological wellbeing-performance link and the role of technostress in this relationship.

In this paper, the authors describe the step-by-step approach used to develop a trust-repair construct and a valid measurement scale for assessing employee perceptions of the most effective employee trust-repair practices.

The initial employee trust-repair scale (ETRS) was completed by 282 employees of a non-profit organization and validated by 101 employees of the administrative unit of the Finnish Army.

The 14-item seven-factor model was found to be reliable, valid and stable across the samples.

This study contributes to the current literature on trust repair by presenting the first validated measure for employee trust repair.

The findings provide a valuable instrument for practitioners to assess the state of employee trust-repair practices.

To the best of the authors’ knowledge, this is the first study in an organizational context demonstrating an operationally valid and comprehensive measure for employee trust-repair practices.

Although many service organizations have adopted a productivity orientation to respond to increasing market challenges, the unanticipated downside effect of such an orientation is not well understood. For managers, it is interesting to know if this strategic initiative is working and how to implement it more successfully.

The theoretical model used in this paper is tested with a survey of 879 frontline employees from five different health-care organizations.

The authors find evidence of a trade-off when a productivity orientation is adopted. A productivity orientation improves frontline service employee productivity performance but indirectly harms quality performance and job satisfaction. The authors find further evidence that trust in management helps to mitigate these negative effects.

This paper suggests that a productivity orientation must be managed carefully. Efficiency improvements may be overshadowed by reduced quality and job satisfaction. Limitations arise from the self-reported survey data.

The results suggest that employees who trust their managers are better able to cope with the stressors arising from increased productivity demands.

To the authors’ best knowledge, no research has systematically examined the process and potential hazards of implementing a productivity orientation from a frontline employee perspective. The current paper reveals the mechanisms by which a productivity orientation influences frontline employees’ change perceptions and performance and shows that employee trust in management may buffer the downside effects of a productivity orientation.

The purpose of this paper is to focus on the Greek banking sector and examine the indirect effects of high-performance work systems (HPWS) on service quality. Specifically, this study examines the effects of employees’ perceptions of HPWS on their trust toward their managers, as well as on service quality, through the mediating role of employee outcomes (measured by job satisfaction and affective commitment). In addition, trust is also tested for its role as a potential mediator and moderator in the relationship between HPWS and employee outcomes.

Partial least squares structural equation modeling was used on a sample of 350 front-line employees working in the Greek banking sector.

The findings showed that employee outcomes mediated the relationship between HPWS and service quality. On the other hand, although trust mediated the relationship between HPWS and employee outcomes, no support was found for its moderating effect. Finally, although not included in the initial analysis, trust was found to play a mediating and moderating role in the relationship between HPWS and service quality.

This study highlights the vital role that a “trusting” work environment has to play on employee attitudes and outcomes. As this study shows, the positive employee behaviors along with their willingness to accept and support organizational goals influence their level of productivity.

This study sheds lights on the mediating and moderating role of trust in the relationship between HPWS, employee outcomes, and service quality. Finally, implications are drawn for organizations, managers, and practitioners.

When employees believe in and trust their management, it motivates and encourages employees' participation in decision making which improves employees' efforts, benefits their job satisfaction and commitment to work. All of these factors, in turn, contribute to a trustworthy manager-employee relationship. While the literature supports this premise, there is little empirical evidence that patterns of causal inference in the relationship are clearly understood. This three-part empirical case seeks to focus on studying the relations between employee trust in management in a Quebec manufacturing company and their job satisfaction, intention to quit, level of employee participation in decision making and their commitment.

This empirical case will test five hypotheses regarding seven variables influencing the level of employee engagement and commitment, employee turnover, employee participation in decision-making processes and job satisfaction.

The article finds that employee trust in management is an important determinant of their willingness to participate in decision making. Insufficient employee participation in decision making in turn leads to low level of employee job satisfaction and employee commitment. Lack of employee commitment and engagement affects the employee's intention to quit.

The sample size of the office workers was not sufficient in order to have statistically significant results of the correlations between the variables for the production department employees and for the office/administrative staff. This could have helped to determine the level of internal communication specifically, but also the level of all of the other variables for the two different groups of employees.

This article offers useful insights for management in relation to strengthening interpersonal trust within an organization, introducing employee empowerment practices and increasing employee job satisfaction and commitment.

The findings provide empirical evidence to support theoretical models that link employee trust in management, participation in decision making, job satisfaction, commitment, and turnover intentions and highlight the impact of these factors on organizational performance.