Trust in management: the role of employee voice arrangements and perceived managerial opposition to unions

Peter Jeffrey Holland, Brian Cooper, Amanda Mary Dallin Pyman, Julian Teicher

Research output: Contribution to journalArticleResearchpeer-review

55 Citations (Scopus)


This study examines the relationship between employee voice arrangements and employees trust in management using data from the 2007 Australian Worker Representation and Participation Survey of 1,022 employees. Drawing on social exchange theory and employee relations literature, we test hypotheses concerning the relationships between direct and union voice arrangements, perceived managerial opposition to unions and employees trust in management. Consistent with our predictions, after controlling for a range of personal, job and workplace characteristics, regression analyses indicated that direct voice arrangements were positively related to employees trust in management. Union voice arrangements and perceived managerial opposition to unions were negatively related to trust in management. The article concludes by highlighting the study s implications for management practice and avenues for further research.
Original languageEnglish
Pages (from-to)377 - 391
Number of pages15
JournalHuman Resource Management Journal
Issue number4
Publication statusPublished - 2012

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