The Effect of Human Resource Development on Trust between Employees and Managers

پژوهش نامه مدیریت تحول

Article 2, Volume 1, Spring & Summer 2009 - Serial Number 1, September 2009, Pages 9-30   

Document Type: Articles

DOI: 10.22067/pmt.v1i1.2253

Authors

Habibollah Doaei^{* 1}; Mohamad Mahdi Farahi²; Mohamad Hosein Homauni³

¹Ferdowsi University of mashhad

²Tehran university

³Ferdowsi university of mashhad

Abstract

Forming a Climate of trust in organizations is vital for today business environment. In creating such climate, the role of human resource managers is of great importance. Therefore, identifying how HR Strategies and practices affect forming mutual trust in organizations can help HR managers to do their roles effectively. This research studies the effect of human resource development practices including four main practices in the context: Training, competencies development, information sharing, and empowerment that are thought to be the main sources of trust between employees and their managers. Data analysis was conducted using regression and path analysis for data from 138 respondents in IDP Co. This research presents the framework that shows how these practices affect manager-employees trust in organizations. The results show that competencies development, empowerment, and information sharing have a positive significant effect on trust between managers and employees. However, the effect of training is indirect; while competency development plays a mediator role between training and trust.

Keywords

Trust; Training; competency Development; Empowerment; Information Sharing

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