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Predicting business unit performance using employee surveys: monitoring HRM‐related changes
16 references·13 citing·42 second hop
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A META‐ANALYSIS OF THEIR EFFECTS ON ORGANIZATIONAL PERFORMANCE (2006)HOW MUCH DO HIGH‐PERFORMANCE …Validating the organizational climate measure: links to managerial practices, productivity and innovation (2005)Validating the organizational…THE RELATIONSHIP BETWEEN HR PRACTICES AND FIRM PERFORMANCE: EXAMINING CAUSAL ORDER (2005)THE RELATIONSHIP BETWEEN HR P…Commonalities and contradictions in HRM and performance research (2005)Commonalities and contradicti…THE EFFECTS OF EMPLOYEE SATISFACTION, ORGANIZATIONAL CITIZENSHIP BEHAVIOR, AND TURNOVER ON ORGANIZATIONAL EFFECTIVENESS: A UNIT‐LEVEL, LONGITUDINAL STUDY (2001)THE EFFECTS OF EMPLOYEE SATIS…Structural equation modeling with AMOS: basic concepts, applications, and programming (2000)Structural equation modeling …TECHNICAL AND STRATEGIC HUMAN RESOURCES MANAGEMENT EFFECTIVENESS AS DETERMINANTS OF FIRM PERFORMANCE. 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References

  • 2000Structural equation modeling with AMOS: basic concepts, applications, and programming17,968 cited
  • 1995THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE.9,338 cited
  • 1975Development of the Job Diagnostic Survey.7,244 cited
  • 1984Estimating within-group interrater reliability with and without response bias.4,773 cited
  • 2013Structural Equation Modeling With AMOS3,959 cited
  • 1983A Spatial Model of Effectiveness Criteria: Towards a Competing Values Approach to Organizational Analysis3,337 cited
  • 1996THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE: PROGRESS AND PROSPECTS.3,153 cited
  • 2006HOW MUCH DO HIGH‐PERFORMANCE WORK PRACTICES MATTER? A META‐ANALYSIS OF THEIR EFFECTS ON ORGANIZATIONAL PERFORMANCE2,097 cited
  • 1997Human resource management and performance: a review and research agenda1,871 cited
  • 1997TECHNICAL AND STRATEGIC HUMAN RESOURCES MANAGEMENT EFFECTIVENESS AS DETERMINANTS OF FIRM PERFORMANCE.1,824 cited
  • 2005Commonalities and contradictions in HRM and performance research1,539 cited
  • 2008EMPLOYEE ATTRIBUTIONS OF THE “WHY” OF HR PRACTICES: THEIR EFFECTS ON EMPLOYEE ATTITUDES AND BEHAVIORS, AND CUSTOMER SATISFACTION1,409 cited
  • 2001THE EFFECTS OF EMPLOYEE SATISFACTION, ORGANIZATIONAL CITIZENSHIP BEHAVIOR, AND TURNOVER ON ORGANIZATIONAL EFFECTIVENESS: A UNIT‐LEVEL, LONGITUDINAL STUDY1,277 cited

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  • 2005Validating the organizational climate measure: links to managerial practices, productivity and innovation1,234 cited
  • 1969The measurement of satisfaction in work and retirement: A strategy for the study of attitudes.1,198 cited
  • 2005THE RELATIONSHIP BETWEEN HR PRACTICES AND FIRM PERFORMANCE: EXAMINING CAUSAL ORDER1,085 cited
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    • 2015Exploring the relationships between HPWS, organizational ambidexterity and firm performance in Chinese professional service firms60 cited
    • 2013Justice, trust and employee reactions: an empirical examination of the HRM system48 cited
    • 2013Guest Editors' Note: Human Resource Management and the Line47 cited
    • 2014Special issue ofInternational Journal of Human Resource Management: Strategic human resource management and public sector performance33 cited
    • 2012Human Resource Management and Performance29 cited
    • 2012New insights into an old debate: Investigating the temporal sequence of commitment and performance at the business unit level26 cited
    • 2017Supply chain management problems in the food processing industry: Implications for business performance24 cited
    • 2020Training and development in Nepalese commercial banks6 cited
    • 2017The role of public service motivation in performance. Examining the potentials and pitfalls through an institutional approach5 cited
    • 20201. Development of the high-performance work systems scale for hospitals: validity and reliability Study3 cited
    • 2020Towards Agile Public Sector: Analysing the Effects of IM and EM on WP3 cited
    • 2015Investigating the impact of employee development activities on employee well-being3 cited
    • 2019PENGARUH KOMPENSASI FINANSIAL DAN NON FINANSIAL TERHADAP KINERJA KARYAWAN MESASTILA HOTELS DAN RESORTS2 cited