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The International Journal of Human Resource Management Volume 21, 2010 - Issue 5
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Original Articles

A comparative study of the effects of ‘best practice’ HRM on worker outcomes in Malaysia and England local government

J. Gould-Williams Cardiff University, Business School, Cardiff, UKCorrespondence[email protected]
&
R.B. Mohamed Faculty of Business and Management, Open University Malaysia, Kuala Lumpur, Malaysia
Pages 653-675 | Published online: 20 Apr 2010

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David Huntsman, Alex Greer, Haley Murphy & Xiangyu (Dale) Li. (2022) A Serial Mediation Model Exploring the Impact of High Performance Human Resource Practices on Public Sector Performance through Intermediate Employee Attitudes. International Journal of Public Administration 0:0, pages 1-16.
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Jeske Van Beurden, Karina Van De Voorde & Marc Van Veldhoven. (2021) The employee perspective on HR practices: A systematic literature review, integration and outlook. The International Journal of Human Resource Management 32:2, pages 359-393.
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Mastura Ab. Wahab, Ekrem Tatoglu, Alison J. Glaister & Mehmet Demirbag. (2021) Countering uncertainty: high-commitment work systems, performance, burnout and wellbeing in Malaysia. The International Journal of Human Resource Management 32:1, pages 24-48.
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Fang Lee Cooke, Alex Veen & Geoffrey Wood. (2017) What do we know about cross-country comparative studies in HRM? A critical review of literature in the period of 2000-2014. The International Journal of Human Resource Management 28:1, pages 196-233.
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Ahmed Mohammed Sayed Mostafa. (2016) High-Performance HR Practices, Work Stress and Quit Intentions in the Public Health Sector: Does person–organization fit matter?. Public Management Review 18:8, pages 1218-1237.
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Eun Kyung Lee, Woonki Hong & Ariel C. Avgar. (2015) Containing conflict: a relational approach to the study of high-involvement work practices in the health-care setting. The International Journal of Human Resource Management 26:1, pages 100-122.
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Ahmed Mohammed Sayed Mostafa & Julian Seymour Gould-Williams. (2014) Testing the mediation effect of person–organization fit on the relationship between high performance HR practices and employee outcomes in the Egyptian public sector. The International Journal of Human Resource Management 25:2, pages 276-292.
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Jaekwon Ko & Aaron Smith-Walter. (2013) The Relationship between HRM Practices and Organizational Performance in the Public Sector: Focusing on Mediating Roles of Work Attitudes. International Review of Public Administration 18:3, pages 209-231.
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Alina M. Baluch, Torsten Oliver Salge & Erk P. Piening. (2013) Untangling the relationship between HRM and hospital performance: the mediating role of attitudinal and behavioural HR outcomes†. The International Journal of Human Resource Management 24:16, pages 3038-3061.
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Nurita Juhdi, Fatimah Pa'wan & Ram Milah Kaur Hansaram. (2013) HR practices and turnover intention: the mediating roles of organizational commitment and organizational engagement in a selected region in Malaysia. The International Journal of Human Resource Management 24:15, pages 3002-3019.
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K. Alfes, A. D. Shantz, C. Truss & E. C. Soane. (2013) The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model. The International Journal of Human Resource Management 24:2, pages 330-351.
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Gang Li, Qiqi Zheng & Mengyao Xia. (2022) How do human resource practices help employees alleviate stress in enforced remote work during lockdown?. International Journal of Manpower 44:2, pages 354-369.
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Saeed Siyal, Chunlin Xin, Xiaobao Peng, Abdul Waheed Siyal & Waqas Ahmed. (2020) Why Do High-Performance Human Resource Practices Matter for Employee Outcomes in Public Sector Universities? The Mediating Role of Person–Organization Fit Mechanism. SAGE Open 10:3, pages 215824402094742.
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