HRM and Performance: Achievements, Methodological Issues and Prospects

By J. Paauwe. 2009

786 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/021bbed159d9126fed83faedd9291faedb2ac535

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Employee resilience: an emerging challenge for HRM (2014, background): “As the HR function has shifted to a strategic focus on the HR function as a source of economic value to the firm, a major objective of the HR function is often the linking of employee job performance and organisational performance (Paauwe 2009).”
Mutual Gains? Health‐Related HRM, Collective Well‐Being and Organizational Performance (2019, background): “Thereby, our study also echoes calls for more ‘balanced approaches’ in the strategic HR literature (e.g., Lepak and Boswell, 2012; Paauwe, 2009) and for putting employee well-being centre-stage in the relationship between HR management and performance.”
Context matters: examining ‘soft’ and ‘hard’ approaches to employee engagement in two workplaces (2013, methodology): “Within HRM, this has led to calls for work that is more analytical (Boxall, Purcell and Wright 2007), more critical (Janssens and Steyaert 2009) and more contextual (Paauwe 2009).”
The relationships between team learning activities and team performance (2009, background): “Nevertheless, both team learning and team performance can be seen as multi-faceted concepts (Ancona and Caldwell, 1992b; Dunphy and Bryant, 1996; Paauwe, 2009).”
An Integrative HRM Process Theorization: Beyond Signalling Effects and Mutual Gains (2012, background): “This evidence of a relationship between HRM and workload contributes to the debate on positive versus negative employee outcomes (Grant and Shields, 2002; Paauwe, 2009) and questions a simplistic or overly idealistic view of the win–win hypothesis (Boxall and Macky, 2009; Geary and Trif, 2011).”
Antecedents and consequences of diversity and equality management systems: The importance of gender diversity in the TMT and lower to middle management (2017, background): “In particular, a wide variety of factors affect distal performance indicators like profits and market value, which may overlap or counteract any beneficial effects of the HRM system (Paauwe, 2009).”
HRM Practices, Organizational Citizenship Behaviour, and Performance: A Multi-Level Analysis (2010, positive): “Furthermore, given that employee performance has been shown to be associated with organizational performance (Ilgen and Pulakos, 1999), we believe that our analysis provides additional insights into the underlying processes and mechanisms involved in HRM effects, thereby addressing the so called ‘bl”
HR practices and HRM outcomes: the role of basic need satisfaction (2012, background): “Examples are contingency theory, the resource-based view and human capital theory (Paauwe, 2009; Wright and Gardner, 2003).”
How Do Developmental and Accommodative HRM Enhance Employee Engagement and Commitment? The Role of Psychological Contract and SOC Strategies (2013, background): “Hence, we provide more insight into that which has been often referred to as the ‘black box’ in HRM research (Paauwe, 2009), namely how the perceptions of employees regarding HRM determine their investments in their relationship with the organization and ultimately also affect their attitudes…”
HR practices and employee performance: the mediating role of well-being (2018, background): “However, despite growing indications of the existence of trade-offs, many questions remain (Boxall et al., 2016; Paauwe, 2009; Peccei et al., 2013).”
Does Leadership Style Make a Difference? Linking HRM, Job Satisfaction, and Organizational Performance (2014, background): “In general, in the HRM literature is stated that the HR practices perceived or experienced by employees will be those enacted by their supervisors (Bowen & Ostroff, 2004; Paauwe, 2009; Purcell & Hutchinson, 2007; Wright, Gardner, Moynihan, & Allen, 2005).”
Employee well-being and the HRM-organizational performance relationship: A review of quantitative studies (2012, positive): “Given that this review pits the two competing perspectives on the role of employee well-being against one another, we make a distinction between two indicators of organizational performance: operational outcomes (such as productivity and quality) and financial outcomes (such as returns on invested c”