Organisational trust in HR - Exploring managers and employees demands and expectations of the HR function

Abstract

Purpose: This study aims to explore how the Human Resource (HR) function tackle demands on trust in a multinational medical-technical company by identifying managers and employees’ expectations. Furthermore, the study aims to identify challenges that exist between HR, managers and employees. Theory: The concept of trust and communication is used to analyse the empirical meanings and how it relates to theory. Furthermore, social exchange theory is applied to understand the social exchange between HR, managers and employees. Also, it helped the researchers understand how this exchange is related to trust. Method: This thesis was drawn upon a qualitative study, implemented in one case company. The empirical data was conducted through 14 in-depth semi-structured interviews. The target group of this study have been managers that have direct or indirect contact with HR, employees and HR professionals. The interviews were analysed through the thematic method to get familiar with the data and find meanings relevant to the purpose of the study. Result: The study describes and identifies different demands and expectations from managers and employees at the case company, which can contribute to sustaining trust. The study maps out challenges and different opinions that both HR, managers and employees face, as well as how these are tackled by HR.