Abstract
Over the last 20 years, HRM has been identified as one of the most influential organisational contexts in which to explore trust, and yet scholars have been slow to look systematically at both the systems and practices that underlie this assertion. Organisations make choices regarding both the design and implementation of HRM policies and practices, with research considering the impact on trust for both key single policy areas and bundles of policies. We outline the previous dominance on teleological approaches compared with a dearth of more deontological perspectives which would highlight moral and ethical considerations implicit in definitions of trustworthiness. We review the contribution of five new articles to further our understanding of trust and HRM and identify future research and practice agendas.
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