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L'influence des institutions représentatives du personnel sur les pratiques de gestion des ressources humaines
16 references·0 citing·53 second hop
L'influence des institutions représentatives du personnel sur les pratiques de gestion des ressources humaines (2012)L'influence des institutions représentati…Légitimité des acteurs collectifs et renouveau syndical (2010)Légitimité des acteurs collec…Comités d'entreprise et syndicats, quelles relations ? (2008)Comités d'entreprise et syndi…Conflict for Mutual Gains?* (2007)Conflict for Mutual Gains?*The Transformation of French Trade Unions: Toward a New Social Model? (2006)The Transformation of French …What do unions do to the workplace? Union effects on management and HRM policies (2005)What do unions do to the work…Human Resource Management as a Substitute for Trade Unions in British Workplaces (2005)Human Resource Management as …HIGH‐INVOLVEMENT MANAGEMENT PRACTICES, TRADE UNION REPRESENTATION AND WORKPLACE PERFORMANCE IN BRITAIN (2005)HIGH‐INVOLVEMENT MANAGEMENT P…Mythes et réalités de la syndicalisation en France (2004)Mythes et réalités de la synd…Social Partnership Agreements in Britain: Labor Cooperation and Compliance (2003)Social Partnership Agreements…Partnership at Work: Mutuality and the Balance of Advantage (2001)Partnership at Work: Mutualit…Co-operation and conflict in industrial relations: what are the implications for employees and trade unions? (1999)Co-operation and conflict in …La recodification de la relation d'emploi (1998)La recodification de la relat…Human Resource Systems and Sustained Competitive Advantage: A Competency-Based Perspective (1994)Human Resource Systems and Su…The Transformation of American Industrial Relations (1993)The Transformation of America…The New American Workplace (1993)The New American WorkplaceStrategic Choice and Industrial Relations Theory (1984)Strategic Choice and Industri…Industrial and Labor Relations Review (1949)Tightening the Iron Cage: Concertive Control in Self-Managing Teams (1993)Manufacturing Advantage: Why High-Performance Work Systems Pay off (2001)Work enrichment and employee voice in human resource management-performance studies (2007)Employee Stock Ownership, Involvement, and Productivity: An Interaction-Based Approach (2010)High involvement management, high-performance work systems and well-being (2011)Allocative efficiency vs. X-Efficiency (1966)What do unions do (1984)Unions and the Adoption of High Performance Work Systems: Does Employment Security Play a Role? (2009)Toward an assessment of perceived HRM system strength: scale development and validation (2011)Global standardization or national differentiation of HRM practices in multinational companies? A comparison of multinationals in five countries (2016)American Economic Review (2019)The Functions of Social Conflict. (1957)A Behavioral Theory of Labor Negotiations. (1966)Rethinking Industrial Relations (2010)The Interface of the Top Management Team and Middle Managers: A Process Model (2011)Negotiating as Institutional Work: The Case of Labour Standards and International Framework Agreements (2013)Constructively Managing Conflicts in Organizations (2014)Organizational Culture and Leadership (1986)THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE. (1995)The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications (1995)Challenging ‘strategic HRM’ and the relevance of the institutional setting (2003)HRM practice and employee attitudes: different measures – different results (2005)Turnover rates and organizational performance: A meta-analysis. (2012)What Works at Work: Overview and Assessment (1996)Work Reorganization in an Era of Restructuring: Trends in Diffusion and Effects on Employee Welfare (2000)Do "High-Performance" Work Practices Improve Establishment-Level Outcomes? (2001)Worker Participation—Some Under‐Considered Issues (2006)Mapping the frontier of theory in industrial relations: the contested role of worker representation (2015)Antecedents and consequences of customer brand engagement in integrated resorts (2018)THE STRUCTURE OF SCIENTIFIC REVOLUTIONS (1963)The social psychology of organizing (1969)Markets and Hierarchies (1975)Toward a Stakeholder Theory of the Firm: The Saturn Partnership (2000)An Aspirational Framework for Strategic Human Resource Management (2013)An Aspirational Framework for Strategic Human Resource Management (2014)Exit, Voice, and Loyalty (1970)Labor Contracts as Partial Gift Exchange (1982)The Human Resource Architecture: Toward a Theory of Human Capital Allocation and Development (1999)Enriched job design, high involvement management and organizational performance: The mediating roles of job satisfaction and well-being (2012)A literature review on HRM and innovation – taking stock and future directions (2016)Human resource management systems, employee well‐being, and firm performance from the mutual gains and critical perspectives: The well‐being paradox (2019)A resource‐based view of the firm (1984)Firm Resources and Sustained Competitive Advantage (1991)Corporate Social Performance As a Competitive Advantage in Attracting a Quality Workforce (2000)Is the Resource-Based "View" a Useful Perspective for Strategic Management Research? (2001)Shareholder value, stakeholder management, and social issues: what's the bottom line? (2001)Firm resources and sustained competitive advantage (2004)High Performance and the Transformation of Work? The Implications of Alternative Work Practices for the Experience and Outcomes of Work (2001)9 Creativity in Organizations (2007)Societal Effect, Organizational Effect and Globalization (1994)Career management practices: An empirical survey and implications (2000)Foreign Direct Investment for Development (2002)
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References

  • 1994Human Resource Systems and Sustained Competitive Advantage: A Competency-Based Perspective2,149 cited
  • 1993The New American Workplace410 cited
  • 2001Partnership at Work: Mutuality and the Balance of Advantage335 cited
  • 1984Strategic Choice and Industrial Relations Theory323 cited
  • 2005HIGH‐INVOLVEMENT MANAGEMENT PRACTICES, TRADE UNION REPRESENTATION AND WORKPLACE PERFORMANCE IN BRITAIN189 cited
  • 2003Social Partnership Agreements in Britain: Labor Cooperation and Compliance185 cited
  • 1993The Transformation of American Industrial Relations164 cited
  • 2005Human Resource Management as a Substitute for Trade Unions in British Workplaces123 cited
  • 2005What do unions do to the workplace? Union effects on management and HRM policies92 cited
  • 2007Conflict for Mutual Gains?*83 cited
  • 2006The Transformation of French Trade Unions: Toward a New Social Model?80 cited
  • 1998La recodification de la relation d'emploi41 cited
  • 2010Légitimité des acteurs collectifs et renouveau syndical36 cited
  • 2004Mythes et réalités de la syndicalisation en France30 cited
  • 1999Co-operation and conflict in industrial relations: what are the implications for employees and trade unions?

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29 cited
  • 2008Comités d'entreprise et syndicats, quelles relations ?27 cited
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