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Cited by

• 2006Measuring trust inside organisations594 cited
• 2007The Influence of High-Involvement Human Resources Practices, Procedural Justice, Organizational Commitment, and Citizenship Behaviors on Information Technology Professionals' Turnover Intentions560 cited
• 2005Using social exchange theory to predict the effects of hrm practice on employee outcomes541 cited
• 2011High-Performance Work Systems and Job Control516 cited
• 2013The Relationship Between Line Manager Behavior, Perceived HRM Practices, and Individual Performance: Examining the Mediating Role of Engagement391 cited
• 2016Relationship between job satisfaction and organisational performance377 cited
• 2013Where do We Go From Here? New Perspectives on the Black Box in Strategic Human Resource Management Research364 cited
• 2005The relationship between trust, HRM practices and firm performance299 cited
• 2007HR practices, organizational climate and employee outcomes: evaluating social exchange relationships in local government298 cited
• 2019Human resource management–well‐being–performance research revisited: Past, present, and future294 cited
• 2010The role of HRM practices, procedural justice, organizational support and trust in organizational commitment and in-role and extra-role performance290 cited
• 2009Public service motivation and job performance of public sector employees in the Netherlands273 cited