Citations (74)
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Inmaculada Beltrán-Martín, Jacob Guinot-Reinders & Alma María Rodríguez-Sánchez. (2023) Employee psychological conditions as mediators of the relationship between human resource management and employee work engagement. The International Journal of Human Resource Management 34:11, pages 2331-2365.
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Misida Al Jahwari & Pawan Budhwar. (2021) Exploring influencers of strategic change processes: evidence from five government businesses in the Omani context. International Studies of Management & Organization 51:4, pages 374-397.
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Sadia Nadeem & Hamnah Rahat. (2021) Examining the synergetic impact of ability-motivation-opportunity-enhancing high performance work practices. Human Performance 34:3, pages 168-188.
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Sven Hauff. (2021) Analytical strategies in HRM systems research: a comparative analysis and some recommendations. The International Journal of Human Resource Management 32:9, pages 1923-1952.
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Wenhao Song, Hongyan Yu & Qunzhen Qu. (2021) High involvement work systems and organizational performance: the role of knowledge combination capability and interaction orientation. The International Journal of Human Resource Management 32:7, pages 1566-1590.
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Nicholas Apergis & Yannis Georgellis. (2018) Regional unemployment and employee loyalty: evidence from 12 UK regions. Regional Studies 52:9, pages 1283-1293.
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Ebrahim Soltani, Ying Ying Liao, Abdoul Khalegh Gholami & Abdullah Iqbal. (2018) Saying it without words: a qualitative study of employee voice in the Iranian building sector. The International Journal of Human Resource Management 29:5, pages 1015-1055.
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Ahmad Sobhani, M. I. M. Wahab & Patrick W. Neumann. (2016) Integrating Ergonomics Aspects Into Operations Management Performance Optimization Models: A Modeling Framework. IIE Transactions on Occupational Ergonomics and Human Factors 4:1, pages 19-37.
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Juan A. Marin-Garcia & Tomas Bonavia. (2015) Relationship between employee involvement and lean manufacturing and its effect on performance in a rigid continuous process industry. International Journal of Production Research 53:11, pages 3260-3275.
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Agnieszka Piasna, Mark Smith, Janna Rose, Jill Rubery, Brendan Burchell & Anthony Rafferty. (2013) Participatory HRM practices and job quality of vulnerable workers. The International Journal of Human Resource Management 24:22, pages 4094-4115.
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Tamer K. Darwish, Satwinder Singh & A. Fattaah Mohamed. (2013) The role of strategic HR practices in organisational effectiveness: an empirical investigation in the country of Jordan. The International Journal of Human Resource Management 24:17, pages 3343-3362.
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Abdul Fattaah Mohamed, Satwinder Singh, Zahir Irani & Tamer Khalil Darwish. (2013) An analysis of recruitment, training and retention practices in domestic and multinational enterprises in the country of Brunei Darussalam. The International Journal of Human Resource Management 24:10, pages 2054-2081.
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Willy McCourt & Carol Brunt. (2013) Inherent constraints and creative possibilities: employee participation in Kenya. The International Journal of Human Resource Management 24:10, pages 1997-2018.
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Neus Martí-Audí, Mireia Valverde & Noreen Heraty. (2013) Human resource management in the Spanish call centre sector: the bird cage model of call centre work. The International Journal of Human Resource Management 24:2, pages 308-329.
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Andrew
R. Timming. (2012) Tracing the effects of employee involvement and participation on trust in managers: an analysis of covariance structures. The International Journal of Human Resource Management 23:15, pages 3243-3257.
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Stephen Wood & Lilian M. de Menezes. (2011) High involvement management, high-performance work systems and well-being. The International Journal of Human Resource Management 22:7, pages 1586-1610.
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Alan Felstead, Duncan Gallie, Francis Green & Ying Zhou. (2010) Employee involvement, the quality of training and the learning environment: an individual level analysis. The International Journal of Human Resource Management 21:10, pages 1667-1688.
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Stephen J. Wood & Lilian M. de Menezes. (2010) Family-friendly management, organizational performance and social legitimacy. The International Journal of Human Resource Management 21:10, pages 1575-1597.
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Jen Nelles, Bertha Rohenkohl, Pei-Yu Yuan, Kevin Walsh & Tim Vorley. (2023) Seeing beyond silos in labour productivity research and policy. Science and Public Policy.
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Suhaer Yunus, Keith Whitfield & Ahmed Mohammed Sayed Mostafa. (2023) High‐performance HR practices, job demands and employee well‐being: The moderating role of managerial support. Stress and Health 39:5, pages 1106-1123.
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Vikneswari Nair, Suguna Sinniah, Zafir Khan Mohamed Makhbul, Mohd Fairuz Md. Salleh & Mara Ridhuan Che Abdul Rahman. (2023) The Impact of Emotional Intelligence on Work-Life Balance and Job Performance Among Malaysian Employees. Journal of Law and Sustainable Development 11:11, pages e1095.
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Sophia Xiaoxia Duan, Hepu Deng & Santoso Wibowo. (2023) Exploring the impact of digital work on work–life balance and job performance: a technology affordance perspective. Information Technology & People 36:5, pages 2009-2029.
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Wenjun Cai, Jibao Gu & Jianlin Wu. (2023) The effect of corporate social responsibility on open innovation: the moderating role of firm proactiveness. Management Decision.
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Stephen Wood, Silvia Leoni & Daniel Ladley. (2023) Comparisons of the effects of individual and collective performance-related pay on performance: A review. Human Resource Management Review, pages 100982.
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Amadeja Lamovšek, Matej Černe, Ivan Radević & Katerina Božič. (2022) The Key to Work–Life Balance is (Enriched) Job Design? Three-Way Interaction Effects with Formalization and Adaptive Personality Characteristics. Applied Research in Quality of Life 18:2, pages 647-676.
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Aastha Tripathi & Aalok Kumar. (2023) Demystifying the Effect of High-Performance Work Systems on Job Involvement Based on Dual-Path Mediation Model. American Business Review 26:1, pages 226-244.
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Mercedes Rubio-Andrés, Mª del Mar Ramos-González & Miguel Ángel Sastre-Castillo. (2021) Do High Performance Work Systems Improve Workplace Well-Being in SMES? Implications for Financial Performance. Applied Research in Quality of Life 17:3, pages 1287-1309.
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William Saint Fleur. (2022) Mobiliser ou favoriser la mobilisation des personnes au travail ? Proposition d’une approche globale et intégrée. Revue de gestion des ressources humaines N° 123:1, pages 21-55.
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Stephen Wood. (2021) Developments in the HRM–Performance Research stream: The mediation studies. German Journal of Human Resource Management: Zeitschrift für Personalforschung 35:1, pages 83-113.
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SHATHA M. OBEIDAT. (2020) DO HIGH-PERFORMANCE WORK PRACTICES INDUCE INNOVATIVE WORK BEHAVIOUR? THE CASE OF THE QATARI BANKING SECTOR. International Journal of Innovation Management 25:01, pages 2150003.
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Christina Cregan, Carol T. Kulik, Stewart Johnston & Timothy Bartram. (2020) The influence of calculative (“hard”) and collaborative (“soft”) HRM on the layoff‐performance relationship in high performance workplaces. Human Resource Management Journal 31:1, pages 202-224.
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Mansoor Ahmad, Muhammad Mustafa Raziq, Wali ur Rehman & Matthew M.C. Allen. (2019) High-performance work practices and organizational performance in Pakistan. International Journal of Manpower 41:3, pages 318-338.
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Rachel Bocquet, Sandra Dubouloz & Tarik Chakor. (2019) Lean Manufacturing, Human Resource Management and Worker Health: Are there Smart Bundles of Practices along the Adoption Process?. Journal of Innovation Economics & Management n° 30:3, pages 113-144.
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Naval Garg. (2018) Isolationist versus Integrationist: An Indian Perspective on High-Performance Work Practices. FIIB Business Review 7:3, pages 216-227.
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Xuhong Su, Xueyang Li & Endra Curry. (2016) Understanding Workplace Flexibility in State Agencies: What Facilitates Employee Access?. The American Review of Public Administration 47:8, pages 977-990.
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Ji Sung Kim & Sangyub Ryu. (2017) Employee Satisfaction With Work-life Balance Policies And Organizational Commitment: A Philippine Study. Public Administration and Development 37:4, pages 260-276.
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Patrice Laroche & Marc Salesina. (2017) The Effects of Union and Nonunion Forms of Employee Representation on High-Performance Work Systems: New Evidence from French Microdata. Human Resource Management 56:1, pages 173-189.
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James Chowhan. (2016) Unpacking the black box: understanding the relationship between strategy, HRM practices, innovation and organizational performance. Human Resource Management Journal 26:2, pages 112-133.
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Tamer K. Darwish, Satwinder Singh & Geoffrey Wood. (2016) The Impact of Human Resource Practices on Actual and Perceived Organizational Performance in a Middle Eastern Emerging Market. Human Resource Management 55:2, pages 261-281.
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Ning Wu, Kim Hoque, Nicolas Bacon & Juan Carlos Bou Llusar. (2015) High-performance work systems and workplace performance in small, medium-sized and large firms. Human Resource Management Journal 25:4, pages 408-423.
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Mansoor Ahmad & Matthew Allen. (2015) High performance HRM and establishment performance in Pakistan: an empirical analysis. Employee Relations 37:5, pages 506-524.
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Andrew R. Timming. (2015) The ‘reach’ of employee participation in decision-making: exploring the Aristotelian roots of workplace democracy. Human Resource Management Journal 25:3, pages 382-396.
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Loris Guery. (2015) Why do firms adopt employee share ownership? Bundling ESO and direct involvement for developing human capital investments. Employee Relations 37:3, pages 296-313.
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Stephen Wood, Sandra Nolte, Mark Burridge, Daniela Rudloff & William Green. (2015) Dimensions and location of high-involvement management: fresh evidence from the UK Commission's 2011 Employer Skills Survey. Human Resource Management Journal 25:2, pages 166-183.
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Keith Townsend, Adrian Wilkinson & Ashlea Kellner. (2015) Opening the black box in nursing work and management practice: the role of ward managers. Journal of Nursing Management 23:2, pages 211-220.
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R. Davies, R. McNabb & K. Whitfield. (2015) Do high-performance work practices exacerbate or mitigate the gender pay gap?. Cambridge Journal of Economics 39:2, pages 537-564.
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Diane Rose Keeble-Ramsay & Andrew Armitage. (2015) HRD challenges faced in the post-global financial crisis period – insights from the UK. European Journal of Training and Development 39:2, pages 86-103.
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M Rosario Perello-Marin & Gabriela Ribes-Giner. (2014) Identifying a guiding list of high involvement practices in human resource management. WPOM-Working Papers on Operations Management 5:1, pages 31.
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Nizar Mansour, Emna Gara & Chiha Gaha. (2014) Getting inside the black box. Personnel Review 43:4, pages 490-514.
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Inmaculada Beltrán‐Martín & Vicente Roca‐Puig. (2013) Promoting Employee Flexibility Through HR Practices. Human Resource Management 52:5, pages 645-674.
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Alex Bryson, Erling Barth & Harald Dale-Olsen. (2013) The Effects of Organizational Change on Worker Well-Being and the Moderating Role of Trade Unions. ILR Review 66:4, pages 989-1011.
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Olga Tregaskis, Kevin Daniels, Linda Glover, Peter Butler & Michael Meyer. (2012) High Performance Work Practices and Firm Performance: A Longitudinal Case Study. British Journal of Management 24:2, pages 225-244.
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Satwinder Singh, Tamer K. Darwish, Ana Cristina Costa & Neil Anderson. (2012) Measuring HRM and organisational performance: concepts, issues, and framework. Management Decision 50:4, pages 651-667.
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Stephen Wood, Marc Van Veldhoven, Marcel Croon & Lilian M de Menezes. (2012) Enriched job design, high involvement management and organizational performance: The mediating roles of job satisfaction and well-being. Human Relations 65:4, pages 419-445.
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