How Much Does Employees’ Trust Really Matter in Using Human Resources Social Technology System (HRSTS)?

Abstract

The Human Resources Social Technology System (HRSTS) represents a workplace-based social technology initiative implemented by organizations to provide employees with a platform to express their concerns and experiences. Despite its intended purpose, employee trust has emerged as a critical challenge influencing the utilization of HRSTS. This study aims to assess the extent to which trust affects employees' engagement with HRSTS and, more importantly, to identify the underlying factors that contribute to trust or distrust in this system. To guide the investigation, the study employs the Social Exchange Theory (SET) as a theoretical framework. SET is particularly relevant in this context as it conceptualizes the employee–HRSTS relationship as a reciprocal exchange process, emphasizing mutual responsiveness and bidirectional interactions. A qualitative research design was adopted, utilizing semi-structured interviews as the primary method for data collection. A total of 37 interviews were conducted with employees who have used. Findings reveal that employee trust significantly influences the adoption and effective use of HRSTS. However, a predominant lack of trust was observed among users within the studied organization. Key factors contributing to this distrust include the presence of content filtration mechanisms implemented by the employer, insufficient feedback and responsiveness to employee input, a perceived absence of concrete outcomes resulting from HRSTS usage, and a lack of accessible informational resources and operational guidelines. This research offers both theoretical and empirical contributions, representing one of the few studies to explore the determinants of trust in the context of HRSTS. It advances understanding of how trust can be fostered, regained, and maintained to ensure HRSTS functions as an effective and credible social technology within organizational settings.