The Role of Trust in Enhancing Employee Well-Being in Tourism

The Power of Workplace Trust: Enhancing Employee Well Being in the Tourism Industry

1. Introduction The tourism sector in Europe remains one of the most dynamic industries, significantly contributing to GDP and providing employment to millions of people. In 2023, this sector contributed 9.1% to global GDP, implying a 23.2% increase from the previous year, indicating a robust recovery from the severe impacts of the COVID-19 pandemic. In 2023, tourism nearly recovered to pre-pandemic levels, contributing 9.1% to global GDP and generating 27 million new jobs (WTTC, 2023).Despite the crucial role of the tourism industry in the European economy, it faces various unique challenges. The UNWTO report (2023) emphasizes the economic and social challenges posed by seasonality (Guidetti, Pedrini, & Zamparini, 2021; Laškarin et al., 2022), which significantly impacts employment stability and the health of workers. Indeed, fluctuating demand creates periods of intense work followed by inactivity, leading to financial and psychological stress for employees, partially covered by public compensatory interventions. Individuals in the tourism industry often must work extended hours, including weekends and late-night shifts, making it difficult to achieve work-life balance (Costa et al., 2017). This negatively impacts job satisfaction (Lillo-Banuls et al., 2018) and well-being (Schweder et al., 2015). Poor contractual conditions can lead to high turnover as workers seek better opportunities, High turnover can condition job quality and harm business performance (Pan, 2015), The COVID-19 pandemic has intensified challenges in these industries, increasing job insecurity, mental health issues, and economic instability. Addressing psychosocial risks and ensuring sustainable working conditions is crucial (Jafari et al., 2023) and fostering a positive work climate built on trust and cooperation is vital for employee well-being (Bahrami et al., 2013; Veld & Alfes, 2017), ultimately enhancing service quality and customer satisfaction. In this study, we conceptualize trust and cooperation in the workplace through three dimensions: management's trust in employees, cooperation among colleagues, and employees' trust in management. First, management’s trust in employees fosters a sense of autonomy and responsibility, enhancing employee engagement and satisfaction. Second, effective cooperation among colleagues promotes positive relationships and teamwork, improving communication, reducing conflicts, and increasing job satisfaction (Geue, 2018). Lastly, employees' trust in management is foundational for a healthy workplace culture, where transparent, consistent, and supportive leadership builds a secure and motivating environment (Ferrin & Gillespie, 2009). We draw upon social exchange theory (SET) (Blau, 1964) to explain how organizational trust and cooperation are linked to employees’ psychological well-being (PWB). A supportive work environment signals to employees that the organization genuinely values their contributions and prioritizes their psychological well-being. This perception fosters a sense of security, respect, and recognition, which are key components of high-quality social exchange relationships. Within the framework of SET, such organizational support is interpreted by employees as a positive gesture that warrants reciprocation. As a result, employees are more likely to develop trust in their employer, feel emotionally invested, and exhibit proactive behaviors that align with organizational goals. Through retrospective rationalization (Meyer & Allen, 1988), employees may also align their attitudes toward organizational goals to enhance efficiency, reducing any dissonance between their attitudes and behaviors at work. In this context, employees are likely to reciprocate organizational commitment and support by demonstrating their own commitment and developing a stronger emotional attachment to the organization (Veld & Van De Voorde, 2014). Costa (2003) highlights trust as a crucial yet complex factor in work teams, significantly influencing team dynamics and outcomes. By fostering an environment of mutual support and cooperation, trust becomes vital for PWB, especially in the dynamic and customer-oriented tourism sector. Drawing from Self-Determination Theory (SDT), this study considers how satisfying psychological needs for autonomy, competence, and relatedness supports well-being in the workplace. This study aims to evaluate the impact of organizational trust and cooperation-based work climate on the PWB of employees in the European tourism sector, considering the mediation of the satisfaction of autonomy, competence, and relatedness needs. We aim to contribute to theoretical knowledge and this industry’s management practices by offering strategies to improve the work climate and employee PWB. The following sections review the relevant literature, describe the research methods, present and discuss the results, and conclude with the theoretical and practical implications; finally, limitations of the study and suggestions for future work are proposed.
2. Literature Review 2.1. Organizational trust and cooperation-based work climate in the tourism sector In recent decades, research has extensively examined organizational trust (Le et al., 2024), exploring its definition and measurement (Nichols et al., 2009). Recognized as a key trait of effective organizations (e.g., Argyris, 1962), trust has been studied through its antecedents (e.g., Dirks & Ferrin, 2001; Li et al., 2012;), with a focus on strategies to cultivate a trustful workplace. Trust facilitates organizational functioning (Bennis & Nanus, 1985) and enhances affective commitment, productivity, creativity, and innovation (Laschinger et al., 2000; Fainshmidt & Frazier, 2017; Sankowska, 2013). Trust-based relationships between employees and their organizations promote job satisfaction, engagement, and openness to change, which can lead to a competitive advantage (Barney & Hansen, 1994). Conversely, a lack of trust breeds cynicism, low motivation, and disengagement, harming employee well-being and organizational performance, particularly in the tourism sector, where high turnover and seasonal employment make trust-building more challenging. Organizational trust is defined as the employees’ belief that the organization will act in their best interest (Tan & Tan, 2000), involving reliance under uncertainty (March & Shapira, 1987) and the expectation that vulnerability will not be exploited (Rousseau et al., 1998). Research links trust in organizations directly to cooperation and teamwork (Jones & George, 1998; McAllister, 1995), as it facilitates shared goals, collaboration, and stability (Berry, 1995; Gould-Williams, 2003). Some scholars view trust as a “social lubricant” for effective relationships and cooperation (Van der Werff et al., 2019), while others argue that cooperation itself fosters trust, reinforcing mutual support and knowledge-sharing (McAllister, 1995). From a Social Exchange Theory (SET) perspective, trust emerges through reciprocal exchanges between employees and organizations, influencing workplace attitudes and behaviors (Blau, 1964; Whitener et al., 1998). Trust fosters a sense of obligation, leading to higher engagement and cooperation (Agarwal, 2014). As Lewis and Weigert (1985: 971) state, “When we see others acting in ways that imply that they trust us, we become more disposed to reciprocate by trusting them more.” Moreover, SET suggests that trust enhances cooperation, as individuals are more likely to collaborate when they believe the benefits outweigh the costs. Thus, employees are more likely to cooperate when they trust organizational values and expect recognition and support from managers or colleagues (Mayer et al., 1995; McAllister, 1995). Trust and cooperation are critical organizational resources, especially in volatile environments (Le et al., 2024). To stay competitive in a fast-changing business landscape, organizations face increasing pressure to achieve “more with less.” This has resulted in restructured workplaces where trust and cooperation play a key role in enhancing employee performance, commitment, and adaptability to evolving customer demands and rising competition (Pechlaner & Volgger, 2012). Despite their significance, trust and cooperation remain underexplored in the tourism sector (Kim & Qu, 2020; Le et al., 2024). Since trust is context-dependent (Zand, 1972), industry-specific research is essential. A lack of contextual focus limits understanding how trust dynamics shape tourism workplaces (Braun et al., 2013), underscoring the need for further investigation.

2.2. Organizational trust and Cooperation and Satisfaction of Psychological Needs SDT provides a strong theoretical framework for understanding the psychological dynamics of trust (van der Werff et al., 2019). This theory posits that individuals are universally motivated by an innate desire for growth and integration (Deci & Ryan, 2000which drives emotions and behaviors (Ryan et al., 2019). According to SDT, individuals have basic psychological needs for autonomy, competence, and relatedness that are essential in shaping their motivational processes. In other words, satisfying the three universal psychological needs is essential for adjustment, growth, and optimal functioning (Ryan & Deci, 2017). necesito reducir 300 palabras

The Power of Workplace Trust: Enhancing Employee Well-Being in the Tourism Industry

1. Introduction

The tourism sector in Europe is a dynamic industry, significantly contributing to GDP and employing millions. In 2023, it contributed 9.1% to global GDP, reflecting a 23.2% increase from the previous year, indicating a recovery from the COVID-19 pandemic. However, the industry faces unique challenges, including seasonality, which affects employment stability and worker health (Guidetti, Pedrini, & Zamparini, 2021; Laškarin et al., 2022). Fluctuating demand leads to intense work periods followed by inactivity, causing financial and psychological stress for employees. Extended hours and irregular shifts hinder work-life balance (Costa et al., 2017), negatively impacting job satisfaction (Lillo-Banuls et al., 2018) and well-being (Schweder et al., 2015). Poor contractual conditions contribute to high turnover, which can harm business performance (Pan, 2015).

The COVID-19 pandemic has exacerbated job insecurity and mental health issues. Addressing psychosocial risks and ensuring sustainable working conditions is crucial (Jafari et al., 2023). A positive work climate built on trust and cooperation is vital for employee well-being (Bahrami et al., 2013; Veld & Alfes, 2017), ultimately enhancing service quality and customer satisfaction.

This study conceptualizes trust and cooperation in the workplace through three dimensions: management's trust in employees, cooperation among colleagues, and employees' trust in management. Management’s trust fosters autonomy and responsibility, enhancing engagement and satisfaction. Effective cooperation promotes positive relationships and teamwork, improving communication and job satisfaction (Geue, 2018). Employees' trust in management is foundational for a healthy workplace culture, where transparent leadership builds a secure environment (Ferrin & Gillespie, 2009).

We draw upon social exchange theory (SET) (Blau, 1964) to explain how organizational trust and cooperation relate to employees’ psychological well-being (PWB). A supportive work environment signals to employees that the organization values their contributions, fostering security and recognition. This perception encourages trust in the employer and emotional investment, leading to proactive behaviors aligned with organizational goals. Employees are likely to reciprocate organizational support by demonstrating commitment and emotional attachment (Veld & Van De Voorde, 2014). Trust significantly influences team dynamics and outcomes (Costa, 2003), making it vital for PWB in the customer-oriented tourism sector.

This study aims to evaluate the impact of organizational trust and cooperation-based work climate on PWB in the European tourism sector, considering the mediation of autonomy, competence, and relatedness needs. We aim to contribute to theoretical knowledge and management practices by offering strategies to improve the work climate and employee PWB.

2. Literature Review

2.1. Organizational Trust and Cooperation-Based Work Climate in the Tourism Sector

Research has extensively examined organizational trust (Le et al., 2024), recognizing it as a key trait of effective organizations (Argyris, 1962). Trust enhances commitment, productivity, and innovation (Laschinger et al., 2000; Fainshmidt & Frazier, 2017). Trust-based relationships promote job satisfaction and engagement, leading to competitive advantages (Barney & Hansen, 1994). Conversely, a lack of trust breeds cynicism and disengagement, harming employee well-being, especially in the tourism sector, where high turnover complicates trust-building.

Organizational trust is defined as employees’ belief that the organization acts in their best interest (Tan & Tan, 2000). Research links trust directly to cooperation and teamwork (Jones & George, 1998; McAllister, 1995), facilitating shared goals and collaboration (Berry, 1995; Gould-Williams, 2003). Trust emerges through reciprocal exchanges between employees and organizations, influencing workplace attitudes and behaviors (Blau, 1964; Whitener et al., 1998). Trust fosters obligation, leading to higher engagement and cooperation (Agarwal, 2014).

Despite their significance, trust and cooperation remain underexplored in the tourism sector (Kim & Qu, 2020; Le et al., 2024). A lack of contextual focus limits understanding of how trust dynamics shape tourism workplaces (Braun et al., 2013), underscoring the need for further investigation.

2.2. Organizational Trust, Cooperation, and Satisfaction of Psychological Needs

Self-Determination Theory (SDT) provides a framework for understanding the psychological dynamics of trust (van der Werff et al., 2019). SDT posits that individuals are motivated by a desire for growth and integration (Deci & Ryan, 2000). Satisfying the psychological needs for autonomy, competence, and relatedness is essential for optimal functioning (Ryan & Deci, 2017).