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It has been shown in the literature on human resources that unsatisfactory levels of trust can lead to deteriorating levels of work performance while increasing transaction costs. The lack of trust between employees and their supervisors reduces productivity, which negatively influences work performance. In an organisation that implements high-performance work practices (HPWPs), employees may presume that employers are highly proficient, dependable, and unbiased. This study aims to assess the effects of HPWPs on trust in organisation (TIO), which is measured by trust in management (TIM) and trust in supervision (TIS) in Jordanian construction firms. To this end, a quantitative methodology has been applied, and PLS-SEM analysis has been employed to analyse data from 274 respondents, including administrative and managerial employees of the grade-one construction firms in Aqaba, Jordan. The results showed that two variables, involving extensive training and reward based on performance have positively influenced TIM and TIS, whereas job security was found to establish a direct relationship with TIM. The results showed that employee involvement in decision-making has an insignificant relationship with TIM and TIS. This paper has forwarded useful theoretical and practical implications regarding human resource management knowledge in the construction industry context in Jordan.

Influences of high-performance work practices on trust in organisation in Jordanian construction firms