Causal relationship between HRM policies and organisational performance: Evidence from the Greek manufacturing sector

By Anastasia A. Katou, P. Budhwar. 2010

263 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/09638e0223ca6b3e62209c6b5f7234d35e0bb3ff

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In Accounting

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Human resource practices, employee attitudes and small firm performance (2017, background): “We propose that HRM activities that strive to improve the skills of human capital and to incentivise the use of skills may be viewed as more relevant to higher labour productivity (Katou and Budhwar, 2010).”
The Effect of Strategic Human Resource Management on Organizational Performance: The Mediating Role of High‐Performance Human Resource Practices (2013, background): “Ability-enhancing HR practices of staffing and training directly influence employees’ ability to perform by affecting their knowledge, skills, and abilities at work (Katou & Budhwar, 2010).”
Testing the mediation effect of person–organization fit on the relationship between high performance HR practices and employee outcomes in the Egyptian public sector (2014, background): “Similarly, Katou and Budhwar (2010) reported that job evaluation, compensation, promotion, incentives and benefits had significant positive effects on the satisfaction of employees in Greek manufacturing organizations.”
A High Performance Work Practices Taxonomy (2013, unknown): “Within the HR architecture, policy statements would provide guidance on the kinds of practices that will be included within the HR system (Katou & Budhwar, 2010).”
Deconstructing AMO framework: a systematic review (2016, methodology): “The resource-based view (RBV) model cited in Alagaraja (2012) and (Barney, 1991; Wright & Boswell., 2001) mentioned in (Boselie et al., 2005; Katou & Budhwar, 2010) points out that is needed to consider human and social capital held by the organizations.”
Employees' perceptions of high-performance work systems and innovative behaviour: The role of exploratory learning (2017, unknown): “From this micro viewpoint, employees' reactions (attitudinal and behavioural responses) to HRM practices have been analysed (Baluch, Salge, & Piening, 2013; Katou & Budhwar, 2010; Nishii et al., 2008) and are seen as the means through which this relationship is established.”