The mediating effect of trust on the relationship between high‐performance work systems and employee outcomes among Chinese indigenous firms.

In this article, we explore the mediating effect of trust on the relationship between high‐performance work systems (HPWS) and employee outcomes. Using a mixed method design, we first conducted focus groups and interviews to gain an understanding of the HPWS in Chinese indigenous firms. Extracting data from the interviews, we then developed a survey which tested our hypotheses. As predicted, data from 907 questionnaires illustrated that employees' perceptions of the impact of enacted HPWS on building the trust relationship between manager/supervisor and employee in Chinese indigenous firms have a positive effect on employee job satisfaction and intention to stay. The results suggest that organisations may influence how employees perceive manager trustworthiness. It is likely that organisations can design systems that address employee needs, build trust, enhance employee satisfaction and deter them from leaving. Key points: This article explores the mediating effect of trust on the relationship between high‐performance work systems (HPWS) and employee outcomes.This article adopts a mixed method design with focus groups and interviews as well as 907 survey questionnaires to gain an understanding of the HPWS in Chinese indigenous firms.The results illustrate that employees' perceptions of the impact of enacted HPWS on building the trust relationship between manager/supervisor and employee in Chinese indigenous firms have a positive effect on employee job satisfaction and intention to stay.The results also suggest that organisations can influence how employees perceive manager trustworthiness.Organisations should design systems to address employee needs, build trust, enhance employee satisfaction and deter them from leaving. [ABSTRACT FROM AUTHOR]