Trust, and high control: an exploratory study of Counterproductive Work Behaviour in a high security organization

Abstract

High security organizations utilize a fine balance between control and trust to maintain stability. Drawing on qualitative interviews with managers and employees concerning three Counterproductive Work Behaviour (CWB) incidents occurring within a “high control” organization, we explore the impact of this trust-control dynamic on individuals’ sensemaking, social relations and workplace behaviours. We explore Human Resource Management (HRM) control practices, contrasting levels of control (over and under-control), form (formal and informal), and consistency of control management, that variously destabilize the balance of trust and control. Framed by this dynamic, employees undertake CWB as a means of maintaining their trusting relationships, professional goals and well-being in an unpredictable workplace. We demonstrate the value of understanding the trust-control dynamic for CWB and identify potential lessons for prevention.