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Evaluating the Personnel Function
0 references·16 citing·55 second hopsampled
Evaluating the Personnel Function (1986)Evaluating the Personnel FunctionReconsidering the ‘Symmetry’ Between Institutionalization and Professionalization: The Case of Corporate Social Responsibility Managers (2016)Reconsidering the ‘Symmetry’ …Becoming an HR strategic partner: tales of transition (2009)Becoming an HR strategic part…Human resource function competencies in European companies (2005)Human resource function compe…The management of people across cultures: Valuing people differently (2002)The management of people acro…The devolution of HR responsibilities – perspectives from the UK’s public sector (2002)The devolution of HR responsi…Paying the piper: choice and constraint in changing HR functional roles (2002)Paying the piper: choice and …Foreign Direct Investment for Development (2002)Foreign Direct Investment for…Towards a second generation of KM? 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Evidence for the Swiss economy (2005)Flexible Labour, Firm Performance and the Dutch Job Creation Miracle (2006)Flexible labor and innovation performance: evidence from longitudinal firm-level data (2011)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)Seeking Qualitative Rigor in Inductive Research (2012)The Discovery of Grounded Theory (2017)Leading corporate sustainability: T he role of top management team composition for triple bottom line performance (2018)A systematic review of the business case for corporate social responsibility and firm performance (2019)New Roles of Government in the Governance of Business Conduct: Implications for Management and Organizational Research (2019)How does foreign direct investment affect economic growth? 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  • 1999HRM practices, R&D expenditure and innovative investment: evidence from the UK's 1990 workplace industrial relations survey (WIRS)197 cited
  • 2002Foreign Direct Investment for Development193 cited
  • 1998Letting go or holding on ‐ the devolution of operational personnel activities180 cited
  • 2001Perceptions of the value of the HR function166 cited
  • 1999Devolving human resource responsibilities to the line157 cited
  • 2002Paying the piper: choice and constraint in changing HR functional roles157 cited
  • 2002The management of people across cultures: Valuing people differently147 cited
  • 2001Towards a second generation of KM? The people management challenge145 cited
  • 2005Human resource function competencies in European companies139 cited
  • 2016Reconsidering the ‘Symmetry’ Between Institutionalization and Professionalization: The Case of Corporate Social Responsibility Managers139 cited
  • 2001Champions, adapters, consultants and synergists: the new change agents in HRM136 cited
  • 1999Linking individual performance to business strategy: The people process model129 cited
  • 1997A chameleon function? HRM in the ‘90s115 cited
  • 2009Becoming an HR strategic partner: tales of transition

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114 cited
  • 1994The Nature and Causes of Effective Human Resource Management114 cited
  • 2002The devolution of HR responsibilities – perspectives from the UK’s public sector95 cited