Work enrichment and employee voice in human resource management-performance studies

By Stephen Wood, Toby D. Wall. 2007

249 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/09f05c675f739180c0ddff5d14d76b6188777e46

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In General Health Professions

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Clarifying the construct of human resource systems: Relating human resource management to employee performance (2012, background): “As such, we comprehensively cover how different aspects of HR systems may influence abilities, motivation, and opportunities to contribute as well as the potentially effective alignment among them (Boxall & Macky, 2008; Wood & Wall, 2007).”
Exploring the relationships between high involvement work system practices, work demands and emotional exhaustion: a multi-level study. (2018, background): “Work design practices are more concerned with the employee’s core job and role, whereas opportunity practices focus more on organizational involvement (Wall, Wood, & Leach, 2004; Wood & Wall, 2007).”
Leveraging the employee voice: a multi-level social learning perspective of ethical leadership (2019, background): “For example, promotive voice behavior may be particularly necessary for knowledge-intensive teams given that knowledge workers’ intention to speak their minds and share information is essential for the team’s functioning and long-term development (Wood & Wall, 2007).”
Strategic HRM as process: how HR system and organizational climate strength influence Chinese employee attitudes (2011, background): “Despite some skepticism (Wood and Wall 2007), the weight of empirical evidence favors this assumption (Hailey, Farndale and Truss 2005; Combs, Liu, Hall and Ketchen 2006; Boxall and Macky 2009).”
Idiosyncratic Deals and Voice Behavior (2015, background): “…one important component of performance (viz., constructive voice behavior) and that managers Ng, Feldman / Idiosyncratic Deals and Voice Behavior 923 may be able to leverage the granting of i-deals to promote innovation and improve complex problem solving (Dundon & Gollan, 2007; Wood & Wall, 2007).”
Employee Voice Behavior: Integration and Directions for Future Research (2011, background): “Scholars within these domains have used the term voice to refer not to employee behavior, but to a wide range of formal mechanisms for individual and collective employee input, such as grievance procedures, suggestion systems, ombudsman services, employee-management meetings, non-management task for”
Flexible working and happiness in the NHS (2011, background): “Employee involvement has also emerged as a key element within the HPWS debate (see, for example, Parkes et al., 2007; Wood and Wall, 2007).”
Psychological contract breaches and employee voice behaviour: The moderating effects of changes in social relationships (2014, background): “In addition, in recent years, many organizations have sought out ways to promote employee voice, treating it as a source of innovation or a way of enhancing firm sustainability (Dundon & Gollan, 2007; Wood & Wall, 2007).”
Interplay between performance measurement and management, employee engagement and performance (2017, background): “…autonomy and self-management with loose controls; participation and industrial democracy; psychological safety; appreciating differences and being open to new ideas; creating time for idea sharing and reflection (Carmeli et al., 2009; Carson et al., 2007; Wood and Wall, 2007; Poole et al., 2001).”