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HRM Practices, Attitudinal Outcomes and Turnover Intent: An Empirical Study in Indian Oil and Gas Exploration and Production Sector
16 references·1 citing·45 second hop
HRM Practices, Attitudinal Outcomes and Turnover Intent: An Empirical Study in Indian Oil and Gas Exploration and Production Sector (2010)HRM Practices, Attitudinal Outcomes and T…High-Performance Human Resource Practices, Citizenship Behavior, and Organizational Performance: A Relational Perspective (2007)High-Performance Human Resour…Human Resource Management and Labor Productivity: Does Industry Matter? (2005)Human Resource Management and…A Critical Assessment of the High‐Performance Paradigm (2004)A Critical Assessment of the …The Role of Perceived Organizational Support and Supportive Human Resource Practices in the Turnover Process (2003)The Role of Perceived Organiz…Human Resource Management, Corporate Performance and Employee Wellbeing: Building the Worker into HRM (2002)Human Resource Management, Co…The HR Scorecard: Linking People, Strategy, and Performance (2001)The HR Scorecard: Linking Peo…Manufacturing Advantage: Why High-Performance Work Systems Pay off (2001)Manufacturing Advantage: Why …HIGH-INVOLVEMENT WORK PRACTICES, TURNOVER, AND PRODUCTIVITY: EVIDENCE FROM NEW ZEALAND. (2001)HIGH-INVOLVEMENT WORK PRACTIC…Issues of fit in strategic human resource management: Implications for research (1998)Issues of fit in strategic hu…Human resource management and performance: a review and research agenda (1997)Human resource management and…THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON PERCEPTIONS OF ORGANIZATIONAL PERFORMANCE. (1996)THE IMPACT OF HUMAN RESOURCE …THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE: PROGRESS AND PROSPECTS. (1996)THE IMPACT OF HUMAN RESOURCE …Human resource strategies and firm performance: what do we know and where do we need to go? (1995)Human resource strategies and…Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in the World Auto Industry (1995)Human Resource Bundles and Ma…EFFECTS OF HUMAN RESOURCE SYSTEMS ON MANUFACTURING PERFORMANCE AND TURNOVER. (1994)EFFECTS OF HUMAN RESOURCE SYS…A three-component conceptualization of organizational commitment (1991)A three-component conceptuali…Relationship between perceived organizational politics, organizational trust, human resource management practices and turnover intention among Nigerian nurses (2014)Relationship between perceive…Employee-Organization Linkages: The Psychology of Commitment, Absenteeism, and Turnover. (1984)THE HUMAN SIDE OF ENTERPRISE (1985)THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE. (1995)Commonalities and contradictions in HRM and performance research (2005)A set-theoretic approach to organizational configurations (2007)Self-Reports in Organizational Research: Problems and Prospects (1986)Firm Resources and Sustained Competitive Advantage (1991)Firm resources and sustained competitive advantage (2004)Talent management: A critical review (2006)Strategic human resource practices and innovation performance — The mediating role of knowledge management capacity (2008)Exchange and Power in Social Life. (1965)The Knowledge-Creating Company (1995)The Knowledge-Creating Company (1998)High‐quality relationships, psychological safety, and learning from failures in work organizations (2008)The Impact of High-Performance Human Resource Practices on Employees’ Attitudes and Behaviors (2010)The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model (2012)A theory of human motivation. (1943)Motivation through the design of work: test of a theory (1976)The measurement and antecedents of affective, continuance and normative commitment to the organization (1990)JOB SATISFACTION, ORGANIZATIONAL COMMITMENT, TURNOVER INTENTION, AND TURNOVER: PATH ANALYSES BASED ON META‐ANALYTIC FINDINGS (1993)Commitment in the workplace: toward a general model (2001)Affective, Continuance, and Normative Commitment to the Organization: A Meta-analysis of Antecedents, Correlates, and Consequences (2002)Research in Organizational Behavior. (1986)Scale Development : Theory and Applications (1991)Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology (1992)MODES OF THEORIZING IN STRATEGIC HUMAN RESOURCE MANAGEMENT: TESTS OF UNIVERSALISTIC, CONTINGENCY, AND CONFIGURATIONS. PERFORMANCE PREDICTIONS. (1996)THE ANTECEDENTS, CONSEQUENCES, AND MEDIATING ROLE OF ORGANIZATIONAL AMBIDEXTERITY. (2004)The balanced scorecard : measures that drive performance (1992)DOES STAKEHOLDER ORIENTATION MATTER? THE RELATIONSHIP BETWEEN STAKEHOLDER MANAGEMENT MODELS AND FIRM FINANCIAL PERFORMANCE. (1999)The Human Resource Architecture: Toward a Theory of Human Capital Allocation and Development (1999)Understanding HRM-Firm Performance Linkages: The Role of the "Strength" of the HRM System (2004)A Conceptual Framework for the Design of Organizational Control Mechanisms (1979)Organizational Citizenship Behavior: The Good Soldier Syndrome. (1988)Cognitive Elements of Empowerment: An "Interpretive" Model of Intrinsic Task Motivation (1990)Theory of the firm: Managerial behavior, agency costs and ownership structure (1976)Does the stock market fully value intangibles? Employee satisfaction and equity prices (2011)Significance tests and goodness of fit in the analysis of covariance structures. (1980)Structural equation modeling in practice: A review and recommended two-step approach. (1988)Comparative fit indexes in structural models. (1990)Fostering knowledge sharing through people management practices (2005)5 Turnover and Retention Research: A Glance at the Past, a Closer Review of the Present, and a Venture into the Future (2008)Justice at the millennium, a decade later: A meta-analytic test of social exchange and affect-based perspectives. (2013)Do "High-Performance" Work Practices Improve Establishment-Level Outcomes? (2001)Human Resources Practices as Predictors of Work‐Family Outcomes and Employee Turnover (2003)A Relational Model of How High-Performance Work Systems Work (2009)
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References

  • 1991A three-component conceptualization of organizational commitment11,041 cited
  • 1995Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in the World Auto Industry3,700 cited
  • 1994EFFECTS OF HUMAN RESOURCE SYSTEMS ON MANUFACTURING PERFORMANCE AND TURNOVER.3,211 cited
  • 1996THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE: PROGRESS AND PROSPECTS.3,153 cited
  • 1996THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON PERCEPTIONS OF ORGANIZATIONAL PERFORMANCE.3,152 cited
  • 1997Human resource management and performance: a review and research agenda1,871 cited
  • 2003The Role of Perceived Organizational Support and Supportive Human Resource Practices in the Turnover Process1,776 cited
  • 2001HIGH-INVOLVEMENT WORK PRACTICES, TURNOVER, AND PRODUCTIVITY: EVIDENCE FROM NEW ZEALAND.1,738 cited
  • 2001Manufacturing Advantage: Why High-Performance Work Systems Pay off1,598 cited
  • 2007High-Performance Human Resource Practices, Citizenship Behavior, and Organizational Performance: A Relational Perspective1,482 cited
  • 2005Human Resource Management and Labor Productivity: Does Industry Matter?1,319 cited
  • 1998Issues of fit in strategic human resource management: Implications for research1,034 cited
  • 2001The HR Scorecard: Linking People, Strategy, and Performance1,018 cited

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1995
Human resource strategies and firm performance: what do we know and where do we need to go?
898 cited
  • 2002Human Resource Management, Corporate Performance and Employee Wellbeing: Building the Worker into HRM725 cited
  • 2004A Critical Assessment of the High‐Performance Paradigm678 cited
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    • 2014Relationship between perceived organizational politics, organizational trust, human resource management practices and turnover intention among Nigerian nurses26 cited