Chair in HRM and Organizational Psychology, University of Glasgow

Rosalind Searle holds a Chair in HRM and Organizational Psychology at the University of Glasgow.

She held a chair in Organisational Behaviour and Psychology at Coventry University, where she was co-founder of the Centre for Trust, Peace and Social Relations. She is a Chartered Occupational Psycholgist and has held academic positions at Aston University and the Open University.

Her research focuses on organisational trust with a particularly focus on employee trust and the role of HRM. She is interested in how experiences of HR systems impact on the trust and distrust of staff.

She regularly presents and leads in both academic and non-academic contexts including national and international conferences, invited and public lectures, such as the Chartered Institute for Personnel and Development (CIPD) and the Professional Standards Authority.

Her research has appeared in leading international journals (e.g. HRM, International Journal of HRM, and Long Range Planning). She has held visiting positions at City University, and Singapore Management University. She is co-editor for the forthcoming Routledge Companion to Trust, and editor for the Routledge Trust book series.

She serves on the editorial boards of Journal of Management, Journal of Trust Research, and International Perspectives in Psychology:  Research, Practice, Consultation (IPP).

Personal webpage

Recent Publications

  • Searle, R.H., A. Nienaber, D. Price, & M. Hofeditz. (in press). Lone star or team player? The interrelationship of different identification foci and the role of self-presentation concerns. Human Resource Management. Accepted 26 March 2017.
  • Weibel, A., D.N. Den Hartog, N. Gillespie, R.H. Searle, D. Skinner and F. Six. (2016). The Role of Control In Organizational Trust And Trustworthiness. Human Resource Management, 55(3), 437–462. 437-462.DOI:10.1002/hrm.21733
  • Sniderman, P, M. Fenton-O'Creevy, and R.H. Searle. (2016). Effects of Managerial Communication as Moderated by LMX and Trait NA. Journal of Managerial Psychology, 31 (6), 1074-1090.
  • Nienaber, A., Romeike, P.D., Searle, R.H., and. G. Schewe. (2015). What makes the glue sticky? – A qualitative meta-analysis of antecedents and consequences of trust in supervisor-subordinate relationships. Journal of Managerial Psychology, 30 (5), 507 – 534.
  • Nienaber, A., M. Hofeditz, and R.H. Searle. (2014). Do regulations play a significant role in the financial sector? Results of a meta-analysis. Special issue Building Trust in Financial Services International Journal of Bank Marketing, 32, (5), 367- 407. Selected by Editors as most highly commended paper for 2014.
  • Searle, R.H. and G. Dietz. (2012). Trust and HRM: Current insights and Future directions. Journal of Human Resource Management, 22 (4), 333-342.
  • Searle, R.H. and V. Patent (2012) Recruitment, retention and role slumping in child protection: The evaluation of in-service training initiatives. British Journal of Social Work, 42 (6), 1 – 19.
  • Searle, R.H., Den Hartog, D., Weibel, A., Gillespie, N., Six, F., Hatzakis, T. & D. Skinner. (2011). Trust in the Employer: The Role of High Involvement Work Practices and Procedural Justice in European Organizations. International Journal of Human Resource Management, 22 (5) 1068 – 1091.
  • Searle, R.H., Weibel, A., and Den Hartog, D. (2011). Employee Trust in Organizational Contexts. In Hodgkinson, G. P. & Ford, J. K. (Eds.) International Review of Industrial and Organizational Psychology. Chichester, UK, Wiley - Blackwell. (Vol. 26, pp. 143 - 191).
  • Hatzakis, T. and R.H. Searle (2006). Grounding trust in inter-organizational alliances: An exploration of trust evolution. International Review of Management Studies, 17 (1), 72 – 89.
  • Searle, R.H., and K.S. Ball, (2004). The development of trust and distrust in a merger. Journal of Managerial Psychology, 19 (7), 708-721.

More from Ros...




The Enabling Role of Internal Organizational Communication in Insider Threat Activity – Evidence From a High Security Organization

This paper explores the role of internal communication in one under-researched form of organizational crisis, insider threat – threat to an organization, its people or resources, from those who have legitimate access. In this case study, we examine a high security organization, drawing from in-depth interviews with management and employees concerning the organizational context and a real-life incident of insider threat. We identify the importance of three communication flows (top-down, bottom-up, and lateral) in explaining, and in this case, enabling, insider threat. Derived from this analysis, we draw implications for communication and security scholars, as well as practitioners, concerning: the impact of unintentional communication, the consequences of selective silence and the divergence in levels of shared understanding of security among different groups within an organization.

(From the journal abstract)

  Rice, C., & Searle, R. H. (2022). ‘The Enabling Role of Internal Organizational Communication in Insider Threat Activity – Evidence From a High Security Organization.’ Management Communication Quarterly. 

Authors: Charis Rice, Rosalind Searle

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