Little academic research has focused on the factors that either enhance or detract managers’ trust towards involving employee representatives in decision-making. This article takes up this focus and reveals a number of key implications for practice.

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Reviewed by

Rebecca Peters, Senior Policy and Practice Advisor, CIPD

Rebecca joined the CIPD research team in 2019, with experience as both a practitioner and a researcher in health and wellbeing at work. Now, Rebecca’s focus at the CIPD is developing HR practice and capability through research-driven projects. Rebecca has a master’s degree in occupational psychology and applies psychological theory to the workplace to create positive change, where both people and businesses can thrive.

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