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Victim or master of HRM implementation: the frontline manager conundrum
16 references·0 citing·36 second hop
Victim or master of HRM implementation: the frontline manager conundrum (2021)Victim or master of HRM implementation: t…Performance evaluation will not die, but it should (2019)Performance evaluation will n…Cross‐level effects of high‐performance work systems (HPWS) and employee well‐being: the mediating effect of organisational justice (2016)Cross‐level effects of high‐p…HRM and Performance: Achievements and Challenges (2013)HRM and Performance: Achievem…Human resource management and performance: still searching for some answers (2011)Human resource management and…High commitment performance management: the roles of justice and trust (2011)High commitment performance m…HOW SUPERVISORS INFLUENCE PERFORMANCE: A MULTILEVEL STUDY OF COACHING AND GROUP MANAGEMENT IN TECHNOLOGY‐MEDIATED SERVICES (2010)HOW SUPERVISORS INFLUENCE PER…Human resource practices and organizational commitment: A deeper examination (2008)Human resource practices and …Front‐line managers as agents in the HRM‐performance causal chain: theory, analysis and evidence (2006)Front‐line managers as agents…Understanding the people and performance link: Unlocking the black box (2003)Understanding the people and …Strategy and Human Resource Management (2003)Strategy and Human Resource M…Devolving HR responsibility to the line (2003)Devolving HR responsibility t…'Best practice' human resource management: perfect opportunity or dangerous illusion? (2000)'Best practice' human resourc…Bureaucracy and the Labor Process: The Transformation of U.S. Industry, 1860-1920. (1981)Bureaucracy and the Labor Pro…Contested Terrain: The Transformation of the Workplace in the Twentieth Century (1980)Contested Terrain: The Transf…Labor and Monopoly Capital (1974)Labor and Monopoly CapitalThe Evolution of Management Thought. (1973)The Evolution of Management T…Toward a Unifying Framework for Exploring Fit and Flexibility in Strategic Human Resource Management (1998)The impact of HR practices on the performance of business units (2003)Work Flexibility, Job Satisfaction, and Job Performance among Romanian Employees—Implications for Sustainable Human Resource Management (2020)Case Study Research: Design and Methods (1984)Human Resource Management: A Critical Text (1994)Analysing the ‘Black Box’ of HRM: Uncovering HR Goals, Mediators, and Outcomes in a Standardized Service Environment (2010)Work-life balance policy and practice: Understanding line manager attitudes and behaviors (2010)Performance management effectiveness: lessons from world-leading firms (2011)Collecting and Interpreting Qualitative Materials (2012)Firm Resources and Sustained Competitive Advantage (1991)THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE. (1995)Firm resources and sustained competitive advantage (2004)The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model (2012)An Aspirational Framework for Strategic Human Resource Management (2014)Employee engagement, human resource management practices and competitive advantage (2015)Review of Psychometric theory (2nd ed.). (1979)Multilevel Theory, Research, and Methods in Organizations: Foundations, Extensions, and New Directions (2000)Understanding HRM-Firm Performance Linkages: The Role of the "Strength" of the HRM System (2004)A Systematic Review of Human Resource Management Systems and Their Measurement (2019)MODES OF THEORIZING IN STRATEGIC HUMAN RESOURCE MANAGEMENT: TESTS OF UNIVERSALISTIC, CONTINGENCY, AND CONFIGURATIONS. PERFORMANCE PREDICTIONS. (1996)The HR system, organizational culture, and product innovation (2004)Satisfaction with HR practices and commitment to the organisation: why one size does not fit all (2005)Strategic human resource management: integrating the universalistic, contingent, configurational and contextual perspectives (2005)Attribution theories in Human Resource Management research: a review and research agenda (2017)The challenge of increasing employees' well‐being and performance: How human resource management practices and engaging leadership work together toward reaching this goal (2020)Strategic Human Resource Management and COVID‐19: Emerging Challenges and Research Opportunities (2021)Boundary-Work and the Demarcation of Science from Non-Science: Strains and Interests in Professional Ideologies of Scientists (1983)HIERARCHIES, JOBS, BODIES: (1990)Using Technology and Constituting Structures: A Practice Lens for Studying Technology in Organizations (2000)Labor Contracts as Partial Gift Exchange (1982)The Duality of Technology: Rethinking the Concept of Technology in Organizations (1992)The relationship between ‘high-performance work practices’ and employee attitudes: an investigation of additive and interaction effects (2007)HRM and Performance: Achievements, Methodological Issues and Prospects (2008)Marginalization and Recovery: The Emergence of Aristotelian Themes in Organization Studies (1997)The Denial of Slavery in Management Studies (2003)Rethinking the Hawthorne Studies: The Western Electric research in its social, political and historical context (2012)
this work references cited by second hop

References

  • 1974Labor and Monopoly Capital5,498 cited
  • 1980Contested Terrain: The Transformation of the Workplace in the Twentieth Century1,852 cited
  • 2003Strategy and Human Resource Management1,270 cited
  • 2011Human resource management and performance: still searching for some answers1,072 cited
  • 2006Front‐line managers as agents in the HRM‐performance causal chain: theory, analysis and evidence925 cited
  • 2003Understanding the people and performance link: Unlocking the black box547 cited
  • 2000'Best practice' human resource management: perfect opportunity or dangerous illusion?384 cited
  • 1973The Evolution of Management Thought.316 cited
  • 2013HRM and Performance: Achievements and Challenges305 cited
  • 2003Devolving HR responsibility to the line271 cited
  • 2016Cross‐level effects of high‐performance work systems (HPWS) and employee well‐being: the mediating effect of organisational justice257 cited
  • 2019Performance evaluation will not die, but it should243 cited
  • 2011High commitment performance management: the roles of justice and trust202 cited
  • 2008Human resource practices and organizational commitment: A deeper examination190 cited
  • 2010HOW SUPERVISORS INFLUENCE PERFORMANCE: A MULTILEVEL STUDY OF COACHING AND GROUP MANAGEMENT IN TECHNOLOGY‐MEDIATED SERVICES

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162 cited
  • 1981Bureaucracy and the Labor Process: The Transformation of U.S. Industry, 1860-1920.160 cited
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