Trust brings out the best in employees:

Maintaining an effective relationship between management and employees involves

credibility, respect and fairness.
Trust is found in three characteristics of workplace relationships. First, trust grows out of
the ability to perceive others as credible that what they say is true, that their actions are
consistent with their words, and that they will be ethical in their business practices.
Trust also depends on how much employees experience respect through support provided
for professional growth, the inclusion of employees ideas in decision making and
through care, both within the workplace and in life outside.
Finally, trust also grows out of a sense that one will be treated fairly by others that
regardless of position or personal characteristics, one can expect a certain levele of fair
and equitable treatment by people within organization in terms of pay and benefits, career
development opportunities and the just resolution of problems and concerns.

Conclusion:
Trust in both personal and professional relationships is delicate. Trust must be treated as
precious, highly valued, and a treasured organizational trait. It must be viewed as if it
were an egg that when treated roughly could shatter.
Building trust is the foundation of all solid and healthy relationships and actions can
speak more loudly than words. Trust can take a long time to build, but at the same time
can be destroyed by a single action or misconception.
Trust is an extremely important commodity to any relationship, personally or
organizationally. The good news is that if trust has been broken, your professional or
personal relationship can recover. It takes hard work to build trust, especially after it has
been betrayed, but it can be done. By being aware and using the TrustWorks! ABCD
Trust Model and using the guidelines presented in this paper, organizations and
individuals can watch for signs that trust is eroding, analyze where the breakdowns are
occurring, and work to rebuild high levels of trust.
Individuals can enjoy their work and have a strong sense of accomplishment, but if they
don't trust their boss or their boss' boss, they'll begin to question how they fit in with the
company and will have less pride in the organization overall.

References:
Atkins, A. (2014). Building workplace Trust: Trends and High Performance.
Interaction Associates Inc., Pg. 2-4.
Germain, M.L., McGuire, D. (2014). The role of swift Trust in vitual teams and
Implications for Human Resource Development. The Academy of human resource
development. Vol. 16(3). Pg. 357-358.
Lyman, A. (2003). Building Trust in the workplace: Why trust brings out the best
in your employees. Melcrum Publishing Ltd., Vol 3 Issue 1, Pg. 24-25.
Mote, G. (2013). How to build trust in a team. Corridor Business Journal. Pg. 1315.
Natarajan, R.C. (2009). Halo Effect on Trust. The ICFAIN Journal of Management
Research. Vol. 8 (1). Pg. 26-27.
Perrin, C., Blauth, C. (2012). The basic Principles: Building Blocks of Trust.
Achieve Global. Pg. 4-5.
Ramsey, R.D. (2012). A crash course in Trust Building. Pg. 3-5.
Stawiski, S. Deal, J.J., Ruderman, M. (2010) Building Trust in the workplace: A
key to Retaining Women. Centre for Creative Leadership. Pg. 2-3, 6-7.
The Ken Blanchard Companies. (2010). Building Trust. Pg. 2-5.

Books:
Rebuilding Trust in the Workplace: seven steps to renew confidence, commitment
and energy by Dennis S. Reina, Michelle L. Reine.
Trust and Betrayal in the Workplace: Building Effective relationship in your
organization by Dennis S. Reina, Michelle L. Reine.