The link between perceived HRM practices, performance and well-being: the moderating effect of trust in the employer

Kerstin Alfes*, Amanda Shantz, Catherine Truss

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

155 Citations (Scopus)

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.
Original languageEnglish
Pages (from-to)409-427
Number of pages19
JournalHuman Resource Management Journal
Volume22
Issue number4
DOIs
Publication statusPublished - 1 Nov 2012
Externally publishedYes

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