HRM and Performance: A Plea for Reflexivity in HRM Studies

By M. Janssens, Chris Steyaert. 2009

186 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Public Administration, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/04ea7b93844295ebac06179d819ba700508a3e8f

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. Rick Delbridge
2. Sarah Jenkins
3. T. Watson
4. A. Bos‐Nehles
5. J. de Leede
6. Chris Steyaert
7. R. Holt
8. J. Meijerink

In Public Administration

1. Rick Delbridge
2. Sarah Jenkins
3. T. Watson
4. A. Bos‐Nehles
5. Mats Ehrnrooth
6. Ingmar Björkman

In Sociology and Political Science

1. Rick Delbridge
2. Sarah Jenkins
3. T. Watson
4. A. Bos‐Nehles
5. Chris Steyaert
6. Mats Ehrnrooth
7. Ingmar Björkman

Citations in the corpus

• 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).”
• Critical social science, pragmatism and the realities of HRM (2010, background): “A considerable danger in this has been pointed out by Steyaert and Janssens ( 1999 ) and Janssens and Steyaert ( 2009 ) whereby ‘a form of criticism which only resists HRM tends to remain within the existing frame(s) and offers no theoretical alternative’ (2009, p.”
• How employees’ pro-activity translates high-commitment HRM systems into work engagement: the mediating role of job crafting (2018, background): “…how employees experience and respond to HRM, several authors still raise concerns that HRM research remains too management-centred as it exclusively addresses managers’ initiatives to explain employees’ perceptions of and responses to HRM (Janssens & Steyaert, 2009; Lepak & Boswell, 2012).”
• Entrepreneurship and process studies (2015, background): “…and Bass, 2001; Steyaert and Van Looy, 2010); in studies of human resource management reconsidering and re-inventing the meaning of the acronym HRM (Janssens and Steyaert, 2009); in strategy studies, where the field is being opened up, albeit gradually, to an awareness of the relational, temporal…”
• An Integrative HRM Process Theorization: Beyond Signalling Effects and Mutual Gains (2012, background): “There is thus a need for more research on how employees and other stakeholders interpret and engage with HRM ( Janssens and Steyaert, 2009; Nishii et al., 2008).”