Trust and Ethical Influence in Organizational Nudging: Insights from Human Resource and Marketing Practice

Abstract

This study investigates how persuasion, trust, and empathy from Human Resources (HR) managers affect the acceptance of nudging practices in workplace, especially when these interventions are meant to be ethical and supportive. Based on the theory of advisory nudge, the research connects ideas from Human Resource Management and ethical marketing. A quantitative method was applied using a structured questionnaire answered by 733 HR professionals in European companies. The model was tested with PLS-SEM, and results confirmed strong influence of supervisor’s persuasion and empathy on HR professionals’ perception of nudges as ethical and autonomy-enhancing. The findings also showed that empathy plays important role in how HR professionals experience the intention behind soft interventions, with gender-based differences being significant. Additional analyses with IPMA and MGA confirmed the strategic importance of trust and emotional intelligence in organizational settings. The results help to understand when a persuasive act is seen as ethical guidance and when it is not, offering theoretical and practical insights both for HR leadership and marketing communication. The study suggests future research to explore different types of nudging and include variables such as organizational culture or HR professionals’ values, to better understand the ethical acceptance of influence at work.