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The Effects of High Performance Work Systems and Leader-Member Exchange Quality on Employee Engagement: Evidence from a Brazilian Non-Profit Organization

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1990PSYCHOLOGICAL CONDITIONS OF PERSONAL ENGAGEMENT AND DISENGAGEMENT AT WORK.10,957 cited
1995Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective7,286 cited
2005Linking Organizational Resources and Work Engagement to Employee Performance and Customer Loyalty: The Mediation of Service Climate.2,274 cited
1998On becoming a strategic partner: The role of human resources in gaining competitive advantage2,024 cited
1997TECHNICAL AND STRATEGIC HUMAN RESOURCES MANAGEMENT EFFECTIVENESS AS DETERMINANTS OF FIRM PERFORMANCE.1,824 cited
2007High-Performance Human Resource Practices, Citizenship Behavior, and Organizational Performance: A Relational Perspective1,482 cited
2011Does human capital matter? A meta-analysis of the relationship between human capital and firm performance.1,211 cited
2006A Conceptual Review of Human Resource Management Systems in Strategic Human Resource Management Research1,004 cited
2011High-Performance Work Systems and Job Control516 cited
2011Clarifying the construct of human resource systems: Relating human resource management to employee performance499 cited
2006The changing nature of work and organizations: Implications for human resource management428 cited
2012HRM, Communication, Satisfaction, and Perceived Performance396 cited
2011HOW LEADER–MEMBER EXCHANGE INFLUENCES EFFECTIVE WORK BEHAVIORS: SOCIAL EXCHANGE AND INTERNAL–EXTERNAL EFFICACY PERSPECTIVES

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