The Link between HR Practices, Performance and Wellbeing: The Moderating Role of Organisational Trust

Alfes, K. and Shantz, A. and Truss, C. (2012) The Link between HR Practices, Performance and Wellbeing: The Moderating Role of Organisational Trust. Human Resource Management Journal, 22 (4). pp. 409-427. ISSN 0954-5395. (The full text of this publication is not available from this repository)

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Official URL
http://dx.doi.org/10.1111/1748-8583.12005

Abstract

The present study examines the interaction between perceived HRM practices and trust in the employer on employee performance and well-being. Specifically, the study tests whether trust in the employer moderates the relationships between perceptions of HRM practices and task performance (as rated by employees’ supervisors), organisational citizenship behaviour, turnover intentions and employee well-being. Support was found for the majority of the hypotheses using data from 613 employees and their line managers in a service sector organisation in the UK. Trust in the employer moderates the relationships between perceived HRM practices and task performance, turnover intentions and individual well-being, but not organisational citizenship behaviour. Implications of the findings for organisations and future research are discussed.

Item Type: Article
Subjects: H Social Sciences > H Social Sciences (General)
Divisions: Faculties > Social Sciences > Kent Business School > Industrial Relations/HRM
Depositing User: Cathy Norman
Date Deposited: 17 Oct 2012 09:59
Last Modified: 06 Mar 2013 11:29
Resource URI: http://kar.kent.ac.uk/id/eprint/31713 (The current URI for this page, for reference purposes)
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