Recent work on trust has highlighted the importance of conceptualizing trusting relationships in terms of both trust and felt trust experienced by individuals. Organizational felt trust has been demonstrated to have positive relations with important workplace outcomes such as employee performance, however, its impact has yet to be examined in organizational crises, where employee-organizational relationships are particularly critical to organizational success. My study provides an experimental manipulation of two organizational responses to crisis to examine whether these responses affect employees’ organizational felt trust. Initial findings support that providing employees with thorough, relevant and timely information (i.e., informational justice), or the opportunity to contribute to crisis recovery (i.e., strategic employee participation), results in a higher average organizational felt trust for employees compared to a control group. My findings may aid organizations in discovering strategies to preserve or enhance trust relationships during crises, leading to increased employee performance and bolstering organizations’ chances of survival.