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The relationship between perceived high‐performance work systems, combinations of human resource well‐being and human resource performance attributions and engagement
16 references·12 citing·43 second hop
The relationship between perceived high‐performance work systems, combinations of human resource well‐being and human resource performance attributions and engagement (2020)The relationship between perceived high‐p…Signaling Theory: A Review and Assessment (2010)Signaling Theory: A Review an…The Job Demands‐Resources model: state of the art (2007)The Job Demands‐Resources mod…Answers to 20 Questions About Interrater Reliability and Interrater Agreement (2007)Answers to 20 Questions About…The Measurement of Work Engagement With a Short Questionnaire (2006)The Measurement of Work Engag…The Measurement of Engagement and Burnout: A Two Sample Confirmatory Factor Analytic Approach (2002)The Measurement of Engagement…The job demands-resources model of burnout. (2001)The job demands-resources mod…The Influence of Culture, Community, and the Nested‐Self in the Stress Process: Advancing Conservation of Resources Theory (2001)The Influence of Culture, Com…Accounting for common method variance in cross-sectional research designs. (2001)Accounting for common method …Fit indices in covariance structure modeling: Sensitivity to underparameterized model misspecification. (1998)Fit indices in covariance str…An Integrative Model of Organizational Trust (1995)An Integrative Model of Organ…An Integrative Model Of Organizational Trust (1995)An Integrative Model Of Organ…A Theory of Goal Setting and Task Performance (1991)A Theory of Goal Setting and …Comparative fit indexes in structural models. (1990)Comparative fit indexes in st…The processes of causal attribution. (1973)The processes of causal attri…Exchange and Power in Social Life. (1965)Exchange and Power in Social …The psychology of interpersonal relations. (1958)The psychology of interperson…A Meta‐Analysis of Employee HR Attributions and Their Relationships With Employee‐Perceived High‐Performance Work Systems and Employee Outcomes (2025)A Meta‐Analysis of Employee H…Linking HRM with Sustainability Performance Through Sustainability Practices: Unlocking the Black Box (2024)Linking HRM with Sustainabili…Is There a Dark Side to Green Human Resource Management? Evidence from India (2024)Is There a Dark Side to Green…The joint impact of HRM attributions and HRM system consistency on employee well-being: a two-wave study (2022)The joint impact of HRM attri…Strong signals in HR management: How the configuration and strength of an HR system explain the variability in HR attributions (2022)Strong signals in HR manageme…Mind the gap: Intended versus perceived human resource practices and knowledge sharing of line managers and employees (2022)Mind the gap: Intended versus…How and when responsible leadership facilitates work engagement: a moderated mediation model (2022)How and when responsible lead…Employee's subjective-well-being and job discretion: Designing gendered happy jobs (2022)Employee's subjective-well-be…The role of HR attributions in the HRM – Outcome relationship: Introduction to the special issue (2021)The role of HR attributions i…Linking human resources practices to employee engagement in the hospitality industry: the mediating influences of psychological safety, availability and meaningfulness (2021)Linking human resources pract…Holistic indigenous and atomistic modernity: Analyzing performance management in two Indian emerging market multinational corporations (2021)Holistic indigenous and atomi…Collaboration-based HR systems and innovative work behaviors: The role of information exchange and HR system strength (2021)Collaboration-based HR system…The measurement of experienced burnout (1981)Alternative Ways of Assessing Model Fit (1992)Burnout and Engagement in University Students (2002)Recovery, work engagement, and proactive behavior: A new look at the interface between nonwork and work. 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References

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  • 1995An Integrative Model Of Organizational Trust15,026 cited
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  • 1958The psychology of interpersonal relations.13,448 cited
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  • 1991A Theory of Goal Setting and Task Performance4,840 cited
  • 1973The processes of causal attribution.4,031 cited

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  • 2007Answers to 20 Questions About Interrater Reliability and Interrater Agreement3,595 cited
  • Cited by

    • 2021Linking human resources practices to employee engagement in the hospitality industry: the mediating influences of psychological safety, availability and meaningfulness54 cited
    • 2022How and when responsible leadership facilitates work engagement: a moderated mediation model52 cited
    • 2021The role of HR attributions in the HRM – Outcome relationship: Introduction to the special issue39 cited
    • 2022Strong signals in HR management: How the configuration and strength of an HR system explain the variability in HR attributions38 cited
    • 2024Linking HRM with Sustainability Performance Through Sustainability Practices: Unlocking the Black Box34 cited
    • 2025A Meta‐Analysis of Employee HR Attributions and Their Relationships With Employee‐Perceived High‐Performance Work Systems and Employee Outcomes27 cited
    • 2021Collaboration-based HR systems and innovative work behaviors: The role of information exchange and HR system strength26 cited
    • 2021Holistic indigenous and atomistic modernity: Analyzing performance management in two Indian emerging market multinational corporations26 cited
    • 2022Employee's subjective-well-being and job discretion: Designing gendered happy jobs25 cited
    • 2022The joint impact of HRM attributions and HRM system consistency on employee well-being: a two-wave study24 cited
    • 2022Mind the gap: Intended versus perceived human resource practices and knowledge sharing of line managers and employees12 cited
    • 2024Is There a Dark Side to Green Human Resource Management? Evidence from India11 cited