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The Employee Experience: How to Attract Talent, Retain Top Performers, and Drive Results
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The Employee Experience: How to Attract Talent, Retain Top Performers, and Drive Results (2017)The Employee Experience: How to Attract T…The relationship between employee experience and employee engagement with the moderating role of positive affect in finance sector (2024)The relationship between empl…The Mediating Role of Work Engagement in the Effect of Flexible Human Resources Management on Work Performance: A Study in the Banking Sector (2023)The Mediating Role of Work En…Relevancia de la experiencia del empleado en el logro de los objetivos organizacionales (2023)Relevancia de la experiencia …Human Resources Management in Multinational Companies (2022)Human Resources Management in…Employee experience –the missing link for engaging employees: Insights from an MNE 's AI ‐based HR ecosystem (2022)Employee experience –the miss…Artificial Intelligence, Employee Engagement, Experience, and HRM (2022)Artificial Intelligence, Empl…Employee Experience: Construct Clarification, Conceptualization and Validation of a New Scale (2021)Employee Experience: Construc…Relation of selected factors of further education in organizations development and profitability of organizations (2019)Relation of selected factors …Digital Employee Experience Engagement Paradox: Futureproofing Retention Practice (2018)Digital Employee Experience E…Human Capital (1993)The experience economy: work is theatre & every business a stage (1999)The second machine age: work, progress, and prosperity in a time of brilliant technologies (2015)Digital Employee Experience Constructs and Measurement Framework: A Review and Synthesis (2022)The importance of positive employee experience and its development through using predictive analytics (2024)A Handbook of Human Resource Management Practice (1999)Evaluating Training Programs: The Four Levels (2006)Evaluating Training Programs : The Four Levels (2009)FURTHER EDUCATION, ITS METHODS AND SELECTED CHARACTERISTICS OF ORGANISATIONS: AN EMPIRICAL STUDY OF THEIR ASSOCIATION WITH ORGANISATIONS PROFITABILITY (2021)Evaluating Structural Equation Models with Unobservable Variables and Measurement Error (1981)Naturalistic inquiry (1985)Three Approaches to Qualitative Content Analysis (2005)Decoding employee experiences during pandemic through online employee reviews: insights to organizations (2023)Customer experience (CX), employee experience (EX) and human experience (HX): introductions, interactions and interdisciplinary implications (2024)Building Theories from Case Study Research (1989)Case Study Research: Design and Methods (1991)How Many Interviews Are Enough? (2005)The HR ecosystem: Emerging trends and a future research agenda (2022)Impact of AI-focussed technologies on social and technical competencies for HR managers – A systematic review and research agenda (2024)Revisiting the role of HR in the age of AI: bringing humans and machines closer together in the workplace (2024)PSYCHOLOGICAL CONDITIONS OF PERSONAL ENGAGEMENT AND DISENGAGEMENT AT WORK. (1990)The Meaning of Employee Engagement (2008)Human Trust in Artificial Intelligence: Review of Empirical Research (2020)A Review of The Role of Artificial Intelligence in Employee Engagement (2023)Efficient Resume-Based Re-Education for Career Recommendation in Rapidly Evolving Job Markets (2023)Harnessing the power of artificial intelligence (AI): a paradigm shift in HRM practices for employee sustainable performance (2024)Firm Resources and Sustained Competitive Advantage (1991)Firm resources and sustained competitive advantage (2004)When to use and how to report the results of PLS-SEM (2018)Job Burnout (2001)The Job Demands‐Resources model: state of the art (2007)A new criterion for assessing discriminant validity in variance-based structural equation modeling (2014)Employee experience: the new human resource management approach (2017)Development and validation of brief measures of positive and negative affect: The PANAS scales. (1988)Structural equation modeling in practice: A review and recommended two-step approach. (1988)
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Cited by

  • 2022Employee experience –the missing link for engaging employees: Insights from an MNE 's AI ‐based HR ecosystem284 cited
  • 2021Employee Experience: Construct Clarification, Conceptualization and Validation of a New Scale46 cited
  • 2022Artificial Intelligence, Employee Engagement, Experience, and HRM42 cited
  • 2018Digital Employee Experience Engagement Paradox: Futureproofing Retention Practice33 cited
  • 2024The relationship between employee experience and employee engagement with the moderating role of positive affect in finance sector32 cited
  • 2022Human Resources Management in Multinational Companies16 cited
  • 2023Relevancia de la experiencia del empleado en el logro de los objetivos organizacionales3 cited
  • 2023The Mediating Role of Work Engagement in the Effect of Flexible Human Resources Management on Work Performance: A Study in the Banking Sector2 cited
  • 2019Relation of selected factors of further education in organizations development and profitability of organizations2 cited

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