Satisfaction with HR practices and commitment to the organisation: why one size does not fit all

By N. Kinnie, S. Hutchinson, J. Purcell, Bruce A. Rayton, Juani Swart. 2005

387 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/099ba95be999f75acda3c61b3e0325a658e3f5b7

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Developmental HRM, employee well-being and performance: the moderating role of developing leadership (2019, background): “Indeed, studies have found large differences between HR practices in the impact they have on employees (e.g., Kinnie et al., 2005; Macky and Boxall, 2007; Wood et al., 2012; Marescaux et al., 2013).”
Affective Commitment as a Core Essence of Organizational Commitment (2015, background): “In addition, researchers have found that HR practices that focus on commitment positively affect employee perceptions of the organization, which can result in higher levels of affective commitment as well as increased organizational trust (Allen & Shanock, 2013; Kinnie et al., 2005; Nyhan, 1999; Sun”
Flexible working and happiness in the NHS (2011, background): “Flexible working and happiness Our starting point was to explore employee perceptions of the Trust’s reasons for implementing flexible working practices, their views on the effect of HR practices being crucial (Kinnie et al., 2005).”
Work engagement, psychological contract breach and job satisfaction (2014, background): “…are increasingly looking for jobs which are interesting, fulfilling, flexible, offer continuous learning, and give a sense of accomplishment (Chalofsky 2003; Chalofsky and Krishna 2009), though not all types of employees value the same things (Kinnie, Hutchinson, Purcell, Rayton and Swart 2005).”
Conceptualising the future of HRM and technology research (2016, background): “Different sizes of ﬁ rms and ﬁ rms in different sectors of the economy have different HRM (Kinnie, Hutchinson, Purcell, Rayton, & Swart, 2005; de Kok, Uhlaner, & Thurik, 2006).”
Organisational and psychological empowerment in the HRM‐performance linkage (2011, background): “Prior research shows that the following variables may have an impact on the constructs under this study: respondent age, gender, tenure, and work nature (permanent/temporary) (Macky and Boxall, 2007; Kinnie et al., 2005).”
The influence of age on the associations between HR practices and both affective commitment and job satisfaction: A meta‐analysis (2010, positive): “Kinnie, Hutchinson, Purcell, Rayton, and Swart (2005), for instance, found that workers with different needs respond differently to the HR practices they experience, and that this is linked to their affective commitment (see also needs-supplies ﬁt; Piasentin & Chapman, 2006).”