To What Extent Is Employees Trust the Key to the Effectiveness of High Performance - Research Proposal Example

To what extent is employees’ trust in management the key to the effectiveness of High Performance Work Practices Contents Contents 2 Brief 3 Proposal3 Abstract 3 Introduction 4 Critical Literature Review 5 Methodology and methods 6 Discussion 7 Provisional work schedule 8 References 9 Brief Trust is an important issue of organization relationship. In an organization where there exists a relationship of trust between employee and the employer there is an increase and improvement in organization performance (Tzafrir, 2005). Organization trust that an employee has on the employer is a significant variable that influences organizational productivity. The research literature focuses on how to improve employees trust (Andrews, 2009). Despite there has been lot of research on trust that has taken place on the theory researchers are yet to study the implication of managerial trust on the employees. In an organization where the employee feels that the manager cares for them, they are likely to act with more dedication (Ogbonnaya, 2013). For example in a hotel industry if the employee of the hotel feels that the management is treating him with extra case or if he feels that he is safe with the job he is holding, there is a chance that he will work with extra dedication. However in each company it does not mean that the employee trust will not necessarily translate into better performance. The employee employer relationship is evolving and the emphasis is on mutual trust and belief. Long gone are the days when the employees used to be kept in dark regarding management practices and managerial decision (Lawler and Boudreau, 2009). Now days there is increased level of transparency between the employees and the employer. The human resource is now a day’s considered as an important capital and the emphasis is on employee retention Proposal Abstract The paper emphasizes on the influence and the impact of the Human resource practices for developing the trust in the management in the work place, commitment, job satisfaction, effort and the organizational performance that is perceived. The main aim or objective of this paper is demonstrating the trust on its management by the employees. The findings reveals that the human resource practices are considered as a powerful weapon for gaining trust and improving the organizational performance and the revaluation of the human resource practices in improving and developing the overall performance of the organization. Human performance at the work place is developed for promoting the attitudes of the employees. The human resource practices transmit powerful signals to its employees about the degree of trust it has towards its management. If the organization fail in its attempt for fulfilling its promises, mutual obligations and sense of belongingness will be decreased .The human resource practices provides or facilitates the organizations for providing competitive advantage. The high involvement in the work place will improve the performance by developing the attitude and beliefs that is associated with the employee engagement and the practices will; enhance the performance of the employees the result of the high performance at the work place is assumed to support mutually and influence the attitude and the well being of the employees. The human resource practices are adopted and implemented with the assumptions that the employees of the organization are trustworthy. Introduction Trust is that binds the management and the employees with each other in the organization. The employees who feel themselves as being trusted by the organization becomes more responsible and they develop a sense of belongingness and are willing or ready to accept more responsibilities for the performance of their organization. The employees with high degree of trust in the management of the company feel that the management has interest and concern towards its employees and feel comfortable in allowing the management to undertake decision comfortably. The employee who receives trust from the management explains the behaviour that develops the business objectives of the organization. It is required by the professionals of the human resources to properly analyze and review the approach. The high involvement in the work practices helps the employees in developing the self managed teams, shared information, cross training, participative decision making and incentive rewards for increasing the performance. Trust management will improve the satisfaction of the customer, improving the quality and developing the services. Trust in the management increases the performance, commitment and involvement of the employees working in the organization. The high performance of the employees includes the characteristics such as the security in employment, high compensation, sharing of the performance and financial information, reducing the barrier which includes the language, wage difference and the arrangement of the office and the hiring of new personnel. The management style that gains trust from its employees generally enforces the employees to take part in the decision making process for developing cooperation and attaining good business result (Benson, 2013). Critical Literature Review As stated by Zefanne and Connell (2003), high performance practices can be defined in various ways and is related to organizational productivity. These work practices encompasses employee engagement and employee empowerment. There are certain questions closely associated with high performance work practices such as what are they, what practices they utilize, what are their impacts, there link with business strategy, etc. High performance work practices are unique by nature and define competition to be based on quality of services or products being produced by an organization. In this particular study the focus is on different theoretical frameworks which define the concept and its implications on real world companies (Zefanne and Connell, 2003). These theories mainly help a researcher to analyze the research topic well and reflect upon available background information. Boxall and Mack (2009) in their studies stated that high performance work practices usually provide a win-win situation to both employee and employer. These practices are beneficial to develop overall employee performance. It helps to establish positive workplace practice and implements various incentive schemes (Boxall and Mack, 2009). This form of literature will be used in the research study to identify areas which companies focus on while enhancing trust level between managers between employees. According to Tzafir and Dolan (2004), effective interactions established between employer and employees results into increased organizational productivity. There are some models defining these interactions like reward systems, trust in supervisor or leaders, leader-member exchange and perceived organizational support (Tzafir and Dolan, 2004). This kind of practice also involves recruiting best team members and retaining talent within the system. It even initiates workforce satisfaction in the organization. Methodology and methods Research methodology can be stated as the basis of any research paper. There are various research techniques which are implemented in research study to deliver appropriate results. The topic for this research study is centred towards employee’s level of trust on managerial body of an organization. Research studies can be classified into two types such as qualitative and quantitative research procedure. These procedures are normally adopted after analyzing nature of the research study. Quantitative research study is utilized to collect data that can be statistically analyzed. On the other hand, qualitative research study is inclined towards acquiring opinion of experts and then critically analyzing them. Researcher’s interpretation skills play a vital role in context of qualitative research study. As per nature of this particular research study qualitative research method is most suitable. This is simply because it would facilitate analyzing views of different experts or theorists. There are various forms of data collection methods such as primary and secondary data collection techniques. The entire data would be collected from real world companies in order to focus on real-time scenario. Focus group study and interviews shall be incorporated as primary data collection measures (Salkind, 2010). These tools will help to gather information regarding impact of employee’s trust on high performance workplace practices. The sample selected for these two primary data collection tools will be human resource managers from various companies. Secondary data would also be included in order to determine importance of high performance work practices. Researcher will be aligned with ethical norms and regulations and not exploit any form of confidential data of companies. Discussion The main purpose of this research was to evaluate the statement that employee trust has a positive impact on the performance of the employees. The research is important in context of the present scenario because the human resource is increasingly being considered as the most important asset of an organization. All the companies tries to improve their margin and the effective way to do so is through gaining employee trust. It is commonly understood that if the employees feel that they can trust the management they will work with more dedication and that will result in better performance for the organization (Benson, 2013.). The sources of data collection used in the report were qualitative research and the sources were focus group interview, and secondary data. The data collection was done through asking the managers or top level executives regarding what they did in order to increase employee trust. Questionnaire was also asked to the employees. Any research of this scale is limited by the availability of time. The research would have been better if more data could be collected and analyzed so that a better conclusion could be reached at. Provisional work schedule Week 1 2 3 4 5 6 7 8 9 10 Designing research problem                     Making the research questionnaire                     Background information collection                     Selecting research objectives                     Charting out alternative options                     Selection of research tools                     Using a particular research tool                     Analysis of the gathered information                     Results and concepts learned from the study                     The research would involve doing the work in various stages. The above chart shows the approximate schedule of the various tasks that will form part of the research undertaken. This guideline however is only approximate and in practical research work there may be some addition or alteration to the proposed timeline. The collection of background information and use of a particular research tool are the two activities that will perhaps take most time. References Andrews, S. 2009. Human resource management: a textbook for hospitality industry. Delhi: Tata Mc Graw Hill. Benson, G. S., 2013. Adoption of Employee Involvement Practices: Organizational Change Issues and Insights. . [online]. Available at: https://msbfile03.usc.edu/digitalmeasures/lawler/intellcont/G13-06(625)-1.pdf.>. [Accessed on 14 January 2015]. Boxall, P., and Mack, K., 2009. Research and theory on high performance work systems: progressing the high involvement stream. Human Resource Management Journal, 19(1), pp. 3-23. Collins, C.J., 2005. Employee Outcomes: Human Resource Management Practices and Firm Performance in Small Businesses. [online]. Available at: < http://digitalcommons.ilr.cornell.edu/cgi/viewcontent.cgi?article=1486&context=cahrswp>. [Accessed on 14 January 2015]. Lawler E. and Boudreau J.W. 2009. Achieving excellence in human resources management: an assessment of human resource functions. Stanford: Stanford University Press. Ogbonnaya, C.N., 2013. High performance work practices: investigating four perspectives on their employee-level impacts simultaneously. [pdf]. Available at:< https://ueaeprints.uea.ac.uk/47977/1/Full_thesis.pdf>. [Accessed on 14 January 2015]. Salkind, N. J., 2010. Encyclopedia of research design. New Delhi: SAGE. Tzafir, S. S., and Dolan, S., 2004. A multiple item scale for measuring manager’s employee’s trust. Management Research, 2(2), pp.115-32. Tzafrir, S. S., 2005. The relation between trust, hrm practices and firm performance. International journal of human resource management. 16(9). pp.1600-1622. Zefanne, R., and Connell, J., 2003. Trust and HRM in the new millennium. International Journal of Human Resource Management, 14(1), pp.3-11. Read More