Human resource management and performance: still searching for some answers

By D. Guest. 2011

1,111 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/0549cf54ac261ff81a8cc2ad65ef932b57126f1a

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In Applied Psychology

In Organizational Behavior and Human Resource Management

Citations in the corpus

Mapping the relationships between high-performance work systems, employee resilience and engagement: a study of the banking industry in China (2019, background): “Given the enduring research interest in HRM-performance (e.g. Guest, 2011; Truss, Shantz, Soane, Alfes, & Delbridge, 2013), this study will have relevance to the research community in other parts of the world.”
An Integrative HRM Process Theorization: Beyond Signalling Effects and Mutual Gains (2012, background): “The HRM process theorization is an interesting elaboration on this, referring to key qualities (process features) of HRM implementation as perceived by employees (cf. Guest, 2011).”
How employees’ pro-activity translates high-commitment HRM systems into work engagement: the mediating role of job crafting (2018, neutral): “So far, the majority of perceived HRM studies have examined job satisfaction and affective organizational commitment as attitudinal responses (Guest, 2011; Peccei, van de Voorde, & Van Veldhoven, 2013).”
Causality Between High-Performance Work Systems and Organizational Performance (2017, background): “Scholars have pointed out that the accumulated evidence of the positive association between HPWS and firm performance needs to be supplemented by a causal explanation of this relationship (e.g., Guest, 2011).”
Employee engagement, organisational performance and individual well-being: exploring the evidence, developing the theory (2011, background): “Alongside the perennial theoretical and methodological questions raised about the HRMperformance link (Guest 2011), the introduction of such a contested construct as employee engagement into the equation, rather than providing a welcome clarity, may instead simply serve to muddy the waters further s”
An analysis of employment relationships in Asia using psychological contract theory: A review and research agenda (2020, background): “intermediate mechanisms that could explain what is known as the ‘black box’ or the links between HRM and organizational performance (Guest, 2011; Katou & Budhwar, 2012; Boxall, Guthrie & Paauwe, 2016; Glaister, Karacay, Demirbag & Tatoglu, 2018).”
Managing aging workers: a mixed methods study on bundles of HR practices for aging workers (2014, background): “This idea reflects a contingency perspective that takes individual worker characteristics, such as age, into account rather than a universalistic perspective, which proposes that the same high commitment HR practices will elicit positive work-related attitudes irrespective of individual worker chara”
The effect of HRM practices and employees’ job satisfaction on employee performance (2019, background): “Thus, managers should pay high attention once they intend to imply human resource practices to avoid any mistake that cause a failure (Guest, 2011, 2017).”
Socially Responsible Human Resource Management and Employee Support for External CSR: Roles of Organizational CSR Climate and Perceived CSR Directed Toward Employees (2017, background): “One notable theoretical advancement is the wide recognition among HRM researchers that HRM practices may not directly affect employees’ work attitudes and behaviors; rather, they transmit effects to employees through certain social and psychological processes (Guest 2011; Jiang et al. 2012).”
Electronic HRM: four decades of research on adoption and consequences (2017, background): “Since effectiveness is a multidimensional concept, e-HRM effectiveness may depend on various organizational, departmental, professional and individual goals such as cost and time savings, improvement of HR services, strategic re-orientation of HR department (Guest, 2011). While Strohmeier and Kabst ”
The Impact of Human Resource Management Practices and Corporate Sustainability on Organizational Ethical Climates: An Employee Perspective (2013, background): “…to perform, their motivation to perform and their opportunities to perform) is implicitly adopted, while it is still under debate in literature (Guest 2011; Boxall and Macky 2009; Godard 2010), because it does not include any ‘functional’ work practices, such as diversity management or…”