Trust, development

Trust plays a central role in safety (Conchie et al. 2006). Studies have shown links between positive safety outcomes, and tmst in management (e.g., DePasquale and Geller 1999 Kath et al. 2010 Luria 2010), and tmst in co-workers (e.g., Tharaldsen et al. 2010). Tmst is also a key aspect of a positive safety culture (Bums et al. 2006), influences safety attitudes (Walker 2013), and influences the effectiveness of risk communication (Conchie and Bums 2008 Twyman et al. 2008). While there are clear safety benefits associated with tmst, safety benefits can also come from distmst (Conchie and Donald 2008), and this is likely to particularly be the case in relation to new employees in their initial period of employment. Tmst can reduce an 

A key proposition of the social capital theory of turnover costs is that turnover reduces the level of collective goal focus and shared trust (Leana and van Buren 1999). Thus a vacancy which has prompted the employment of a new employee will have had a negative impact on tmst within the workplace. The same argument can be applied when a new employee is acquired due to an increased need for human capital. Therefore there is always going to be a tmst development process associated with the arrival of a new employee. The new employee will develop more or less tmst in management, supervisors and co-workers, and management, supervisors and co-workers will develop more or less tmst in the new employee (Jeffcott et al. 2006). A new employee will also develop more or less tmst in the systems and processes of the organization, as well as in the equipment they are asked to use to complete their work. 

Supervisors interactions with new employees, what might be terms their leadership style, will play an important role in the establishment of tmst-relationships. Evidence is mounting that a transformational leadership style, where leaders develop affective bonds with their employees will help facilitate tmst development and positively influence safety (Conchie 2013), as well as positively influence performance outcomes (Schaubroeck et al. 2011). Supervisors should of course develop a safety-specific tmst relationship with a new employee based on evidence from their behavior, not based on assumptions. While supervisors may be somewhat insulated from the adverse impact of new employee s behavior, they should consider new employees as potential sources of safety risk until proven otherwise. Co-workers are likely to be the most vulnerable in terms of the impact of unsafe behavior from new employees. Thus from the perspective of co-workers, it is advisable to be careful and ensure that any tmst which is given to a new employee is deserved. 

Is there discretion over task assignment Assign tasks based on safety risk 

Supervisin attention and guidance fm new employees New employee focus is a key role in the supervisor s job description 

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They watch you get through teally tough times and they develop some tespect fot you. And they ptesctibe some things that actually make a diffetence and you develop some tespect fot them. And as that happens, trust develops and you are willing to try things that... 

We presently experiment with different schemes of recommendation based trust development. Some results are presented in [8], The basic idea is... 

The most common feature of this syndrome includes uncontrollable tightening of the face and neck, and spasm and distortions of the patient s head and/or back (i.e., opisthotonos). If the extraocular muscles are involved, an oculogyric crisis may occur, wherein the eyes are elevated and locked in this position. Laryngeal involvement [spasm] may lead to respiratory and ventilatory difficulties. These reactions are often terrifying to the patient who has no prior experience with these problems or knowledge of this side effect. When a patient with psychosis experiences a dystonic reaction, the fragile trust developed between psychiatrist and patient may be irrevocably damaged, (pp. 909-910)... 

Several other changes are Ukely in the initial period of emplo3ment. The degree of supervision which a new employee receives will change, and how co-workers behave toward the new employee will change. These changes are partly associated with the development of familiarization, with adaption, and with trust development. Furthermore, these changes have safety implications and, as such, are discussed in Chap. 7. 

The Initial Employment Period Behaviors, Familiarity, Adaptation and Trust Development... 

Understand tiust development Management trust development to gain advantage of both distrust and trust... 

The leadership team and employees represent nodes in the network of communications as discussed in Chapter 3, Analyzing and Using Your Network . When involvement is viewed as a network, leadership can better understand that employee involvement provides the vital link to more effective safety management systems. As a network, influence begins to spread even if only a relatively small number of involved employees are active. As safety issues are resolved and communicated, a positive reputation and trust develops. As a result, other employees recognize that leadership is serious and that there is a benefit to being involved. 

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