Trust repair in politically polarized workplaces

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review Pub Date : 2024-12-06 DOI:10.1016/j.hrmr.2024.101071

Edward C. Tomlinson

引用次数: 0

Abstract

As the political landscape has grown more contentious in recent years, workplaces (as a microcosm of society) have encountered increased political polarization. Researchers and practitioners alike have noted that political polarization undermines workplace relationships and the trust that sustains them. In response, I integrate trust repair research with the broader conflict management literature to develop a conceptual model of trust repair in politically polarized workplaces. These insights yield a new construct (constructive engagement) posited to occupy a central role in facilitating increased trustworthiness perceptions of a coworker in one's political outgroup. Drawing from the contact hypothesis (Allport, 1979), I also propose how organizations can create and maintain conditions that strengthen the beneficial effects of constructive engagement. Finally, I argue that repaired perceptions of trustworthiness will lead to repaired trust at both individual and relationship levels, and ultimately more constructive psychological and behavioral outcomes.

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来源期刊

Human Resource Management Review MANAGEMENT-

CiteScore

20.20

自引率

7.00%

发文量

审稿时长

48 days

期刊介绍： The Human Resource Management Review (HRMR) is a quarterly academic journal dedicated to publishing scholarly conceptual and theoretical articles in the field of human resource management and related disciplines such as industrial/organizational psychology, human capital, labor relations, and organizational behavior. HRMR encourages manuscripts that address micro-, macro-, or multi-level phenomena concerning the function and processes of human resource management. The journal publishes articles that offer fresh insights to inspire future theory development and empirical research. Critical evaluations of existing concepts, theories, models, and frameworks are also encouraged, as well as quantitative meta-analytical reviews that contribute to conceptual and theoretical understanding. Subject areas appropriate for HRMR include (but are not limited to) Strategic Human Resource Management, International Human Resource Management, the nature and role of the human resource function in organizations, any specific Human Resource function or activity (e.g., Job Analysis, Job Design, Workforce Planning, Recruitment, Selection and Placement, Performance and Talent Management, Reward Systems, Training, Development, Careers, Safety and Health, Diversity, Fairness, Discrimination, Employment Law, Employee Relations, Labor Relations, Workforce Metrics, HR Analytics, HRM and Technology, Social issues and HRM, Separation and Retention), topics that influence or are influenced by human resource management activities (e.g., Climate, Culture, Change, Leadership and Power, Groups and Teams, Employee Attitudes and Behavior, Individual, team, and/or Organizational Performance), and HRM Research Methods.