Employee perceptions of HRM and well-being in nonprofit organizations: unpacking the unintended

References

• Akingbola, K. (2013). A model of strategic nonprofit human resource management. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 24, 214–240.10.1007/s11266-012-9286-9
   Web of Science ®Google Scholar
• Alvesson, M., & Kärreman, D. (2007). Unraveling HRM: Identity, ceremony, and control in a management consulting firm. Organization Science, 18, 711–723.10.1287/orsc.1070.0267
   Web of Science ®Google Scholar
• Atkinson, C., & Lucas, R. (2013). Worker responses to HR practice in adult social care in England. Human Resource Management Journal, 23, 296–312.10.1111/hrmj.2013.23.issue-3
   Web of Science ®Google Scholar
• Baines, D. (2010). ‘If we don’t get back to where we were before’: Working in the restructured non-profit social services. British Journal of Social Work, 40, 928–945.10.1093/bjsw/bcn176
   Web of Science ®Google Scholar
• Baines, D. (2006). Staying with people who slap us around: Gender, juggling responsibilities and violence in paid (and unpaid) care work. Gender, Work and Organization, 13, 129–151.10.1111/gwao.2006.13.issue-2
   Web of Science ®Google Scholar
• Baines, D., Charlesworth, S., Turner, D., & O’Neill, L. (2014). Lean social care and worker identity: The role of outcomes, supervision and mission. Critical Social Policy, 34, 434–453.
   Web of Science ®Google Scholar
• Baines, D., & Cunningham, I. (2011). ‘White knuckle care work’: Violence, gender and new public management in the voluntary sector. Work, Employment and Society, 25, 760–776.10.1177/0950017011419710
   Web of Science ®Google Scholar
• Baluch, A. M. (2012). Human resource management in nonprofit organizations. New York, NY: Routledge.
   Google Scholar
• Boon, C., Den Hartog, D. N., Boselie, P., & Paauwe, J. (2011). The relationship between perceptions of HR practices and employee outcomes: Examining the role of person–organisation and person–job fit. The International Journal of Human Resource Management, 22, 138–162.10.1080/09585192.2011.538978
   Web of Science ®Google Scholar
• Bowen, D. E., & Ostroff, C. (2004). Understanding HRM-firm performance linkages: The role of the ‘strength’ of the HRM system. Academy of Management Review, 29, 203–221.
   Web of Science ®Google Scholar
• Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31, 874–900.10.1177/0149206305279602
   Web of Science ®Google Scholar
• Cunningham, I., Hearne, G., & James, P. (2013). Voluntary organisations and marketisation: A dynamic of employment degradation. Industrial Relations Journal, 44, 171–188.10.1111/irj.2013.44.issue-2
   Google Scholar
• Cunningham, I., & Nickson, D. (2011). A gathering storm: Re-tendering and the voluntary sector workforce. International Journal of Public Sector Management, 24, 662–672.
   Google Scholar
• Cunningham, I. (2010). Drawing from a bottomless well? Exploring the resilience of value-based psychological contracts in voluntary organizations The International Journal of Human Resource Management, 21, 699–719.10.1080/09585191003658862
   Web of Science ®Google Scholar
• Delmotte, J., De Winne, S., & Sels, L. (2012). Toward an assessment of perceived HRM system strength: Scale development and validation. The International Journal of Human Resource Management, 23, 1481–1506.10.1080/09585192.2011.579921
   Web of Science ®Google Scholar
• Den Hartog, D., Boon, C., Verburg, R., & Croon, M. A. (2013). HRM, communication, satisfaction, and perceived performance: A cross-level test. Journal of Management, 39, 1637–1665.10.1177/0149206312440118
   Web of Science ®Google Scholar
• Eaton, S. (2000). Beyond ‘unloving care’: linking human resource management and patient care quality in nursing homes. The International Journal of Human Resource Management, 11, 591–616.10.1080/095851900339774
   Web of Science ®Google Scholar
• Ehrnrooth, M., & Björkman, I. (2012). An integrative HRM process theorization: Beyond signalling effects and mutual gains. Journal of Management Studies, 49, 1109–1135.10.1111/j.1467-6486.2012.01055.x
   Web of Science ®Google Scholar
• Gioia, D. A., Corley, K. G., & Hamilton, A. L. (2013). Seeking qualitative rigor in inductive research: Notes on the Gioia methodology. Organizational Research Methods, 16, 15–31.
   Web of Science ®Google Scholar
• Glaser, B. G., & Strauss, A. L. (1967). The discovery of grounded theory: Strategies for qualitative research. Chicago, IL: Aldine.
   Google Scholar
• Grant, A. M., Christianson, M. K., & Price, R. H. (2007). Happiness, health, or relationships? managerial practices and employee well-being tradeoffs Academy of Management Perspectives, 21, 51–63.10.5465/AMP.2007.26421238
   Web of Science ®Google Scholar
• Guest, D. E. (2011). Human resource management and performance: Still searching for some answers. Human Resource Management Journal, 21, 3–13.10.1111/j.1748-8583.2010.00164.x
   Web of Science ®Google Scholar
• Guo, C., Brown, W. A., Ashcraft, R. F., Yoshioka, C. F., & Dong, H.-K. D. (2011). Strategic human resources management in nonprofit organizations. Review of Public Personnel Administration, 31, 248–269.10.1177/0734371X11402878
   Web of Science ®Google Scholar
• Kehoe, R. R., & Wright, P. M. (2013). The impact of high performance human resource practices on employees’ attitudes and behaviors. Journal of Management, 39, 366–391.10.1177/0149206310365901
   Web of Science ®Google Scholar
• Khilji, S. E., & Wang, X. (2006). ‘Intended’ and ‘implemented’ HRM: The missing linchpin in strategic human resource management research. The International Journal of Human Resource Management, 17, 1171–1189.10.1080/09585190600756384
   Web of Science ®Google Scholar
• Kuvaas, B. (2008). An exploration of how the employee–organization relationship affects the linkage between perception of developmental human resource practices and employee outcomes. Journal of Management Studies, 45, 1–25.
   Web of Science ®Google Scholar
• Leete, L. (2000). Wage equity and employee motivation in nonprofit and for-profit organizations. Journal of Economic Behavior and Organization, 43, 423–446.10.1016/S0167-2681(00)00129-3
   Web of Science ®Google Scholar
• Li, X., Frenkel, S. J., & Sanders, K. (2011). Strategic HRM as process: How HR system and organizational climate strength influence Chinese employee attitudes. The International Journal of Human Resource Management, 22, 1825–1842.10.1080/09585192.2011.573965
   Web of Science ®Google Scholar
• Liao, H., Toya, K., Lepak, D. P., & Hong, Y. (2009). Do they see eye to eye? Management and employee perspectives of high-performance work systems and influence processes on service quality Journal of Applied Psychology, 94, 371–391.10.1037/a0013504
   PubMed Web of Science ®Google Scholar
• Locke, E. A. (1976). The nature and causes of job satisfaction. In M. D. Dunnete (Ed.), Handbook of industrial and organizational psychology (pp. 1297–1349). Chicago, IL: Rand McNally.
   Google Scholar
• Nickson, D., Warhust, C., Dutton, E., & Hurrell, S. (2008). A job to believe: Recruitment in the Scottish voluntary sector. Human Resource Management Journal, 18, 20–35.
   Google Scholar
• Nishii, L. H., Lepak, D. P., & Schneider, B. (2008). Employee attributions of the ‘why’ of HR practices: Their effects on employee attitudes and behaviors, and customer satisfaction. Personnel Psychology, 61, 503–545.10.1111/peps.2008.61.issue-3
   Web of Science ®Google Scholar
• Patton, M. Q. (2002). Qualitative research and evaluation methods. Thousand Oaks, CA: Sage.
   Google Scholar
• Piening, E. P., Baluch, A. M., & Ridder, H.-G. (2014). Mind the intended-implemented gap: Understanding employees’ perceptions of HRM. Human Resource Management, 53, 545–567.10.1002/hrm.2014.53.issue-4
   Web of Science ®Google Scholar
• Putnam, L., Myers, K., & Gailliard, B. (2014). Examining the tensions in workplace flexibility and exploring options for new directions. Human Relations, 67, 413–440.
   Web of Science ®Google Scholar
• Ridder, H.-G., & McCandless, A. (2010). Influences on the architecture of human resource management in nonprofit organizations: An analytical framework. Nonprofit and Voluntary Sector Quarterly, 39, 124–141.10.1177/0899764008328182
   Web of Science ®Google Scholar
• Ridder, H.-G., Baluch, A. M., & Piening, E. P. (2012). The whole is more than the sum of its parts? How HRM is configured in nonprofit organizations and why it matters Human Resource Management Review, 22, 1–14.10.1016/j.hrmr.2011.11.001
   Web of Science ®Google Scholar
• Ridder, H.-G., Piening, E. P., & Baluch, A. M. (2012). The third way reconfigured: How and why nonprofit organizations are shifting their human resource management. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 23, 605–635.10.1007/s11266-011-9219-z
   Web of Science ®Google Scholar
• Sanders, K., Dorenbosch, L., & De Reuver, R. (2008). The impact of individual and shared employee perceptions of HRM on affective commitment. Personnel Review, 37, 412–425.10.1108/00483480810877589
   Web of Science ®Google Scholar
• Schaubroeck, J., Shaw, J. D., Duffy, M. K., & Mitra, A. (2008). An under-met and over-met expectations model of employee reactions to merit raises. Journal of Applied Psychology, 93, 424–434.10.1037/0021-9010.93.2.424
   PubMed Web of Science ®Google Scholar
• Shaw, J. D., Dineen, B. R., Fang, R., & Vellella, R. F. (2009). Employee–organization exchange relationships, HRM practices, and quit rates of good and poor performers. Academy of Management Journal, 52, 1016–1033.10.5465/AMJ.2009.44635525
   Web of Science ®Google Scholar
• Strauss, A., & Corbin, J. (1998). Basics of qualitative research. Techniques and procedures for developing grounded theory. Thousand Oaks, CA: Sage.
   Google Scholar
• Tsui, A. S., Pearce, J. L., Porter, L. W., & Tripoli, A. M. (1997). Alternative approaches to the employee–organization relationship: does investment in employees pay off? Academy of Management Journal, 40, 1089–1121.10.2307/256928
   Web of Science ®Google Scholar
• Woodrow, C., & Guest, D. E. (2014). When good HR gets bad results: Exploring the challenge of HR implementation in the case of workplace bullying. Human Resource Management Journal, 24, 38–56.10.1111/hrmj.2014.24.issue-1
   Web of Science ®Google Scholar
• Yin, R. K. (2009). Case study research: Design and methods. Thousand Oaks, CA: Sage.
   Google Scholar