Beyond Profit? Sectoral Differences in High-Performance Work Practices

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High-involvement work processes, work intensification and employee well-being (2008, background): “While the set of practices needed is inevitably dependent on industry and occupational contexts (Appelyard and Brown 2001; Kalleberg et al. 2006 ), at the heart of the dominant HPWS model is a process of building higher levels of employee involvement in decision-making, on the job and/or off it.”
HRM Practices, Intrinsic Motivators, and Organizational Performance in the Public Sector (2013, result): “If we relate these empirical findings to other research, which has shown that public agents are more willing to desire intrinsic work motivators than their private counterparts (Jurkiewicz et al., 1998; Kalleberg et al., 2006; Lindorff, 2009; Rainey, 1983), it is very likely that HRM practices promo”
Deconstructing AMO framework: a systematic review (2016, background): “Sanchez, 2010; Marín-García & Conci, 2012)) apply to a broad set of human resource practices that aim to make organizations more participative and flexible, with the objective of being capable of competing in the current environment (Kalleberg, 2006).”
High involvement management, high-performance work systems and well-being (2011, unknown): “2000 ; Kalleberg, Marsden, Reynolds and Knoke 2006 ; Gerhart 2007 ).”