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Published on April 11, 2008

"Trust" is explained as the ability to create a relationship based on mutual respect, caring and concern. Trust is important as a mechanism for enabling management and employees to work together more effectively. When the relationship is based on trust, management can include employees in deciding the effective way to make use of organisational resources. Also, organisational change is much easier if transition occurs in a trusting environment.

Trust reduces friction among employees, increases productivity, improves morale, reduces employee turnover and creates an environment where innovation can flourish.

To be successful, trust needs to be built at the top and work its way down through the organisation. A key factor in building trust is open communication, which is closely linked to mutual trust and cooperation among team members. When management shares information openly and honestly during change, employees fully understand the internal and external factors influencing the decision that has been reached.

The management's ability to foster trust and achieve maximum benefits from change depends on how effectively it creates a trusting relationship that minimises resistant behaviour and encourages acceptance and support from employees.

Maintaining trust is not simple and quick, but rather an incremental process with consistent commitment required. Employees are more satisfied and more productive when they work in a more trusting and co-operative atmosphere. Leaders are accountable for taking steps to create, commit and maintain that trusting environment in their organisation. 

A trust-based organisation takes time to develop, but the results are worthwhile.

Dr Nutavoot Pongsiri

is human resources manager of Chevron Thailand Exploration and Production. Follow his

articles on the second Friday of every month.

dr nutavoot pongsiri

nutavootp@chevron.com