Jan 01 2000
Forging Employee Morale, Trust, and Performance
In the earlier study, Whitener examined human resource practices in credit unions by surveying 1,733 employees at 185 credit unions. Also surveyed were human resource representatives. The present study builds on previous findings by examining three credit unions in-depth. The research approach included site visits and interviews with employees, supervisors, human resource professionals, and CEOs. This study examines two questions:
(1) What organizational structures, cultures, and human resource practices attract, motivate, and retain productive and satisfied employees?
(2) Which human resource practices and what aspects of relationships between supervisors and employees build trust most effectively?