Human resource management and performance: lessons from the Netherlands

By Paul Boselie, J. Paauwe, Paul G. W. Jansen. 2001

324 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management, Public Administration

View Paper: https://www.semanticscholar.org/paper/0679d04437e7132f57f1e905d2db30b65e36ec20

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In Accounting

In Organizational Behavior and Human Resource Management

In Public Administration

Citations in the corpus

High-performance work systems and performance of French small- and medium-sized enterprises: examining causal order (2011, unknown): “2007; Paauwe, Boselie, and Jansen 2001 ; Datta et al.”
Human Resource Function Competencies in European Companies (2004, background): “Introduction Based on the increased interest for the relationship between HRM and performance (e.g. Guest, 1997; Boselie et al., 2001), we can discern a heightened interest in the kind of roles and competencies the HR-manager him or herself should display in order to add value to performance as well”
Human resource management, institutionalization and organizational performance: a comparison of hospitals, hotels and local government (2003, background): “…institutionalization and the type of work systems as you would expect when taking into account prior research on HRM and performance (see overview in Paauwe and Richardson, 1997; also Boselie et al., 2001) and existing literature on contingency theory (e.g. Woodward, 1965; Pugh and Hickson, 1976).”
Company-based Determinants of Training and the Impact of Training on Company Performance: Results from an International HRM Survey (2003, unknown): “The importance of company training is also manifested in the large number of published reports on the subject (for an overview of research findings see, for instance, Boselie et al. (2001)”
Unravelling the HRM-Performance Link: Value-Creating and Cost-Increasing Effects of Small Business HRM (2006, unknown): “As far as the generalization of research findings to other countries is concerned, the number of studies exploring the link between HRM and performance based on other than Anglo-Saxon and US samples has been growing rapidly over the last few years (Addison et al., 2000; Bae and Lawler, 2000; Boselie”
Human resource management systems and organizational performance: a test of a mediating model in the Greek manufacturing context (2006, background): “It also partially supports Guest (2001) for satisfaction and commitment, Boselie et al. (2001) for satisfaction and motivation, and Paul and Anantharaman (2003) for competence and commitment, who argued that these HRM outcomes affect organizational performance.”
High Performance Work Systems (2002, unknown): “HRM and TQM do matter (see Delery and Doty, 1996; Reed et al., 1996; Guest, 1997; Paauwe and Richardson, 1997; Boselie et al., 2001; Powell, 1995; Hackman and Wageman, 1995; Hendricks and Singhal, 1997 and 2001; Zeithaml, 2000), but the nature of the relationship between HRM/TQM and performance is r”
‘Best practices … in spite of performance’: just a matter of imitation? (2005, methodology): “, 2001 ; Paauwe and Boselie, 2003 ) we also paid attention to the shaping of HR policies and practices by applying new institutionalism.”
Measuring the impact of HRM on organizational performance (2008, methodology): “supports Guest (2001) for satisfaction and commitment and Boselie et al.(2001)”
High-involvement practices and performance of French firms (2004, methodology): “Boselie et al. (2001) designed a similar model based on research done on high involvement in the Netherlands.”
The Role of Knowledge in Business Start-up Activity (2006, background): “Prior research has argued for the importance of knowledge in enhancing the performance of employees (Arthur, 1994; Boselie et al., 2001; Huselid, 1995).”