Trust is built gradually; it takes time, consistency and consistent actions. Occasional initiatives or accidental changes do not create a permanent foundation for an organization. Meanwhile, the trust of employees in management is one of the key elements of a strong company, which, thanks to a stable team and less turnover of employees, can effectively deal with both minor and more serious crises that arise in its development.

This shows how much value people are; experienced, well communicated and properly managed. Employees who trust their superiors form teams that are resistant to difficulties and capable of constant development. So what really affects the level of trust in the board? What actions help build good relationships with employees? And what role does attention to occupational safety and health play in this?

As part of the 6th stage of the multi-annual program “Government Program for the Improvement of Safety and Working Conditions”, financed in the part concerning the tasks of the state services from the funds of the Ministry of Family, Labor and Social Policy, CIn the period from 2023 to 2025, the entral Institute of Labor Protection - the State Research Institute conducted a study on the impact of occupational health and safety management on the level of employees' trust in management.

The results showed that the involvement of the management staff and the quality of working conditions are crucial for employees. It is these elements that strengthen trust and favor the building of good relationships with superiors. Employees evaluate both the state of occupational safety and health in the organization and the fairness of the remuneration system - the higher their rating, the greater their confidence in the management.

By CIOP-PIB the relationship between the level of employee confidence and the assessment of management actions is statistically significant - the correlation coefficient is 0.85, which indicates a very strong relationship between these factors.

Who do employees trust?

The topic of employees' trust in management was analyzed not only by CIOP-PIB. In the report Enpulse “Commitment 2025" data is presented indicating that as many as 43% of employees do not declare confidence in the decisions taken by the management of the company. The authors of the report emphasize that this is not a problem of individual relationships between employees and leaders, but a systemic phenomenon, related to management style and organizational culture.

What else accompanies skepticism about the board? A low assessment of the quality of leadership and how to manage change goes hand in hand with high levels of stress among employees. Lack of trust also translates into lower commitment to work and less motivation for professional development.

The CIOP-PIB study, on the other hand, shows that nThe level of trust in supervisors is primarily related to their lack of credibility, understood as honesty, reliability and competence. There was also limited employee trust in colleagues, which in turn is associated with a negative assessment of the remuneration system and promotion rules in the organization.

Employees trust above all those supervisors who set an example through daily, authentic and consistent actions. Credibility and keeping your word are crucial here - they determine whether employees trust their leaders and also affect the feeling of safety in the workplace. When management takes occupational health and safety seriously, employees see that the policies created by management are not just a formal set of rules, but an actual code of good practice for everyone in the organization.

3 Reasons to Build Trust in Your Organization

Today, it is increasingly emphasized that employee confidence is one of the most important pillars of a modern organization. Companies operating in a volatile and unpredictable market environment have to face numerous challenges and crises - not only external, but also internal. When an organization lacks a strong core, which is primarily employees and the relationship between them and management, it begins to weaken from the inside. In such a situation, even a small external crisis can shake its unstable foundations.

That is why more and more importance is being placed on employees being able to rely on their superiors on a daily basis - not only in exceptional situations, but in the day-to-day actions and decisions of the management.

First of all: Trust limits employee turnover. Loyalty is built through a sense of safety in the workplace and the credibility of the employer's actions. Employees who trust the organization are more likely to stay in it for longer.

Second: a stable team that trusts their superiors, allows you to save time and money. Human capital is the driving force of the organization and its most valuable resource.

Third: high management competencies strengthen employees' confidence in the sense of the work performed and in the actions taken by the organization.

Quality leadership is employee safety

“Example goes from above”, “the fish spoils from the head” - we all know these sayings, however, we do not always realize how big a role authority and hierarchy play in an organization. The role of a leader or manager is above all to put into practice the principles that he proposes to employees and customers. Only authenticity allows you to build lasting relationships based on loyalty, respect and trust.

Compliance with occupational health and safety rules by management and active promotion of these activities is crucial for employees and the creation of safe working conditions in the organization.

What actions to implement to strengthen trust and health and safety? CIOP-PIB Recommendations

The data show that a fair remuneration system is one of the key factors affecting the level of trust of employees in the management. A transparent system, based on uniform principles, is the foundation for building a healthy working atmosphere and a responsible organizational culture.

The recommendations of CIOP-PIB show that the most effective is the remuneration system based on:

• Objectivism: absence of bias (e.g. gender or origin), assessment based on facts and substantive criteria
• cohesion: the remuneration system should be based on a clearly defined and consistently applied logic,
• Depending on the results of the work: remuneration should be linked to the results that the employee has a real impact on,
• proportionality: remuneration appropriate to the position, requirements and scope of responsibility,
• Development and Reward: clearly defined paths of advancement and professional development opportunities,
• transparency and simplicity: clear and understandable remuneration criteria,
• comparability: uniform principles applied throughout the organization,
• Positive Motivation: promoting achievement instead of a system based on penalties,
• Reward speed: Appreciate the results achieved as quickly as possible.

Another important element is the real attention of the management to occupational safety and health and the constant improvement of working conditions. An employee who sees the commitment and concern of leaders for safety, feels greater respect for the organization and is more strongly committed to the duties performed. The recommendations therefore include, among others: constant monitoring of the level of occupational health and safety, regular assessment of occupational risks and systematic education of employees in the field of occupational safety.

It is also essential to provide employees with the right organization, time, training and resources - for example, consultations should take place during working hours, and employees should receive standard remuneration for their participation.

summary

Employee trust in management is one of the key foundations of a strong and resilient organisation, and building it is closely linked to the quality of OSH management and organisational culture. Research shows that the commitment of leaders, fair remuneration rules and real concern for working conditions strengthen relationships, reduce turnover and increase safety. Organizations that consistently develop trust create stable teams that are better prepared for changes and crises.

Sources:

1. https://www.ciop.pl/CIOPPortalWAR/file/101378/6_ZS_05_Wytyczne_Zarzadzanie_BHP_w_przedsiebiorstwach_2025.pdf
2. https://pliki.enpulse.online/pdf/Enpulse_Zaangazowanie_Raport_2025_.pdf
3. https://www.parp.gov.pl/component/content/article/86928:zaufanie-miedzy-pracownikiem-a-pracodawca-waluta-przyszlosci