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Managing Human Resources in New Zealand Small Businesses
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Managing Human Resources in New Zealand Small Businesses (2000)Managing Human Resources in New Zealand S…Managing the Employment Relationship in the Smaller Firm: Possibilities for Human Resource Management (1993)Managing the Employment Relat…Upgrading New Zealand's Competitive Advantage (1991)Upgrading New Zealand's Compe…Small business—The myths and the reality (1990)Small business—The myths and …Human Resource Management in Small Business: Critical Issues for the 1990s (1990)Human Resource Management in …HRM: A Case of the Wolf in Sheep’s Clothing? (1990)HRM: A Case of the Wolf in Sh…Managing Two Fits of Strategic Human Resource Management (1988)Managing Two Fits of Strategi…Developments in the Management of Human Resources (1988)Developments in the Managemen…Relevance of Small Business Courses to Management Needs (1987)Relevance of Small Business C…Managing Human Assets. (1986)Managing Human Assets.The change masters : innovation and entrepreneurship in the American corporation (1984)The change masters : innovati…Small Business Personnel Practices (1984)Small Business Personnel Prac…Theory Z: How American Business Can Meet the Japanese Challenge (1982)Theory Z: How American Busine…Personnel/Human Resource Management. (1982)Personnel/Human Resource Mana…The art of Japanese management (1981)The art of Japanese managementPersonnel/Human Resource Management (1980)Personnel/Human Resource Mana…Correlation of Recruitment and Selection of Human Resources and the Performance of Small and Medium Enterprises (2019)Correlation of Recruitment an…Core employee based human capital and revenue productivity in small firms: An empirical investigation (2014)Core employee based human cap…An exploratory investigation into voluntary employee turnover and retention in small businesses (2013)An exploratory investigation …Power, innovation, and problem-solving in personnel management (1978)HUMAN RESOURCE MANAGEMENT AND INDUSTRIAL RELATIONS[1] (1987)The Transformation of American Industrial Relations. (1995)Devolving human resource responsibilities to the line (1999)Strategic Human Resource Management: The Value of Different Paradigms (1999)Tensions and variations in call centre management strategies (2002)The Social Psychology of Organizations. (1979)Research in Organizational Behavior. (1986)CONTROL THEORY IN STRATEGIC HUMAN RESOURCE MANAGEMENT: THE MEDIATING EFFECT OF ADMINISTRATIVE INFORMATION. (1992)The Management of Innovation (1994)Toward a Descriptive Stakeholder Theory: An Organizational Life Cycle Approach (2001)On the nature and importance of cultural tightness-looseness. (2006)Determinants of Tourism Destination Competitiveness in Asia Pacific: Comprehensiveness and Universality (2005)Teachers as ‘managed professionals’ in the global education industry: the New Zealand experience (2005)Education, Enterprise Culture and the Entrepreneurial Self: A Foucauldian Perspective (2009)Social Identity Theory and the Organization (1989)Gender and leadership style: A meta-analysis. (1990)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)FOUCAULT, POWER/KNOWLEDGE, AND ITS RELEVANCE FOR HUMAN RESOURCE MANAGEMENT (1993)An Exploration of How the Employee–Organization Relationship Affects the Linkage Between Perception of Developmental Human Resource Practices and Employee Outcomes* (2007)HRM and Performance: Achievements, Methodological Issues and Prospects (2008)Concepts of Culture and Organizational Analysis (1983)Central Problems in the Management of Innovation (1986)Market Orientation and the Learning Organization (1995)ORGANIZATIONAL RECRUITMENT ACTIVITIES AND APPLICANTs' REACTIONS AT DIFFERENT STAGES OF THE RECRUITMENT PROCESS (1987)Correlates and consequences of high involvement work practices: the role of competitive strategy (2002)Organizational Commitment, Job Satisfaction and Attitudes toward Organizational Change: A Study in the Local Government (2016)High Commitment Management in the U.K.: Evidence from the Workplace Industrial Relations Survey, and Employers' Manpower and Skills Practices Survey (1998)'Best practice' human resource management: perfect opportunity or dangerous illusion? (2000)‘Intended’ and ‘implemented’ HRM: the missing linchpin in strategic human resource management research (2006)Female Entrepreneurs, Work-Family Conflict, and Venture Performance: New Insights into the Work-Family Interface* (2006)Professional HRM Practices in Family Owned-Managed Enterprises* (2006)High performance work systems in emergent organizations: Implications for firm performance (2010)A note on social capital and network content (1997)Trapped in Your Own Net? Network Cohesion, Structural Holes, and the Adaptation of Social Capital (2000)Rediscovering Social Innovation (2008)
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References

  • 1982Theory Z: How American Business Can Meet the Japanese Challenge1,697 cited
  • 1981The art of Japanese management1,622 cited
  • 1988Managing Two Fits of Strategic Human Resource Management798 cited
  • 1986Managing Human Assets.732 cited
  • 1988Developments in the Management of Human Resources684 cited
  • 1984The change masters : innovation and entrepreneurship in the American corporation594 cited
  • 1982Personnel/Human Resource Management.329 cited
  • 1990Human Resource Management in Small Business: Critical Issues for the 1990s304 cited
  • 1991Upgrading New Zealand's Competitive Advantage202 cited
  • 1990HRM: A Case of the Wolf in Sheep’s Clothing?171 cited
  • 1984Small Business Personnel Practices168 cited
  • 1993Managing the Employment Relationship in the Smaller Firm: Possibilities for Human Resource Management139 cited
  • 1987Relevance of Small Business Courses to Management Needs126 cited
  • 1980Personnel/Human Resource Management79 cited
  • 1990Small business—The myths and the reality36 cited

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  • 2014Core employee based human capital and revenue productivity in small firms: An empirical investigation

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82 cited
  • 2013An exploratory investigation into voluntary employee turnover and retention in small businesses30 cited
  • 2019Correlation of Recruitment and Selection of Human Resources and the Performance of Small and Medium Enterprises20 cited