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Examining the relationship between strategic HRM and hospital employees’ work attitudes: an analysis across occupational groups in public and private hospitals
16 references·5 citing·40 second hop
Examining the relationship between strategic HRM and hospital employees’ work attitudes: an analysis across occupational groups in public and private hospitals (2016)Examining the relationship between strate…The Impact of High-Performance Human Resource Practices on Employees’ Attitudes and Behaviors (2010)The Impact of High-Performanc…SATISFACTION, CITIZENSHIP BEHAVIORS, AND PERFORMANCE IN WORK UNITS: A META-ANALYSIS OF COLLECTIVE CONSTRUCT RELATIONS (2010)SATISFACTION, CITIZENSHIP BEH…THROUGH THE LOOKING GLASS OF A SOCIAL SYSTEM: CROSS‐LEVEL EFFECTS OF HIGH‐PERFORMANCE WORK SYSTEMS ON EMPLOYEES’ ATTITUDES (2009)THROUGH THE LOOKING GLASS OF …The Nonprofit sector: a research handbook (2007)The Nonprofit sector: a resea…Journal of Organizational Behavior (2006)Journal of Organizational Beh…HOW MUCH DO HIGH‐PERFORMANCE WORK PRACTICES MATTER? A META‐ANALYSIS OF THEIR EFFECTS ON ORGANIZATIONAL PERFORMANCE (2006)HOW MUCH DO HIGH‐PERFORMANCE …Satisfaction with HR practices and commitment to the organisation: why one size does not fit all (2005)Satisfaction with HR practice…Commonalities and contradictions in HRM and performance research (2005)Commonalities and contradicti…Understanding HRM-Firm Performance Linkages: The Role of the "Strength" of the HRM System (2004)Understanding HRM-Firm Perfor…A meta-analysis of relations between person–organization fit and work attitudes (2003)A meta-analysis of relations …Public and Private Management: What’s the Difference? 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References

  • 1995THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE.9,414 cited
  • 1994Politicians and Firms3,440 cited
  • 2004Understanding HRM-Firm Performance Linkages: The Role of the "Strength" of the HRM System3,049 cited
  • 2007The Nonprofit sector: a research handbook2,647 cited
  • 2006HOW MUCH DO HIGH‐PERFORMANCE WORK PRACTICES MATTER? A META‐ANALYSIS OF THEIR EFFECTS ON ORGANIZATIONAL PERFORMANCE2,123 cited
  • 2002Public and Private Management: What’s the Difference?1,618 cited
  • 2005Commonalities and contradictions in HRM and performance research1,570 cited
  • 2002Examining the Human Resource Architecture: The Relationships Among Human Capital, Employment, and Human Resource Configurations1,376 cited
  • 2010The Impact of High-Performance Human Resource Practices on Employees’ Attitudes and Behaviors1,343 cited
  • 2006Journal of Organizational Behavior1,254 cited
  • 2003A meta-analysis of relations between person–organization fit and work attitudes1,095 cited
  • 2001The relationship between training and organizational commitment: A study in the health care field634 cited
  • 2009THROUGH THE LOOKING GLASS OF A SOCIAL SYSTEM: CROSS‐LEVEL EFFECTS OF HIGH‐PERFORMANCE WORK SYSTEMS ON EMPLOYEES’ ATTITUDES624 cited
  • 2010SATISFACTION, CITIZENSHIP BEHAVIORS, AND PERFORMANCE IN WORK UNITS: A META-ANALYSIS OF COLLECTIVE CONSTRUCT RELATIONS

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414 cited
  • 1984The Theory of Public Choice-II369 cited
  • 2005Satisfaction with HR practices and commitment to the organisation: why one size does not fit all356 cited
  • Cited by

    • 2018Strategic human resource management and public sector performance: context matters309 cited
    • 2022Relationships matter: how workplace social capital affects absenteeism of public sector employees19 cited
    • 2023High-performance work systems and employee attitudes: evidence from Indian healthcare industry18 cited
    • 2019Explaining variations in hospitals’ use of strategic human resource management: How environmental and organizational factors matter16 cited
    • 2024The impact of ability‐, motivation‐ and opportunity‐enhancing HR sub‐bundles on employee wellbeing: An examination of nonlinearities and occupational differences in skill levels15 cited