High Performance and the Transformation of Work? The Implications of Alternative Work Practices for the Experience and Outcomes of Work

By J. Godard. 2001

500 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/177f40a4b9e44a72695e60dccbbcd42e0caac43b

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In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

Lean and the working environment: a review of the literature (2012, background): “Several authors found both positive and negative effects (Anderson-Connolly et al., 2002; Conti et al., 2006; Godard, 2001; Jackson and Mullarkey, 2000), and some studies suggested that a minority of qualified employees with more complex jobs experienced improvements (Parker, 2003; Schouteten and…”
Cross-level effects of high-performance work practices on burnout: Two counteracting mediating mechanisms compared (2009, background): “The continuous effort to maximally employ the potential of employees stresses the employee’s capacity to cope with these demands (Godard, 2001b).”
HR Strategy and competitive advantage in the service sector (2003, background): “While there is ongoing debate over the extent to which HPWSs generate mutually beneficial outcomes (see, for example, Godard 2001a, 2001b; Osterman, 2000; Ramsay et al, 2000), the evidence on the employer side is that there are certain contexts in which such systems are likely to be cost-effective.”
High Performance Workplace Practices and Job Satisfaction: Evidence from Europe (2004, unknown): “Godard, J. (2001). High Performance and the Transformation of Work? The Implications of Alternative Work Practices for the Experience and Outcomes of Work. Industrial and Labor Relations Review 54 (4), 776–805. Godard, J. and J. Delaney (2000). Reflections on the “High Performance” Paradigm’s Implic”
Desegregating HRM: A Review and Synthesis of Micro and Macro Human Resource Management Research (2002, background): “Godard (2001) explored how alternative work practices impact workers. He found that moderate levels of these practices were related to increased employee attitudes such as job satisfaction, esteem, and commitment. However, he found that higher levels of adoption, particularly with increased team aut”
Does Performance Pay Increase Job Satisfaction (2008, unknown): “Kandel and Lazear (1992) emphasize that this peer pressure can be so severe as to actually lower worker utility (job satisfaction) even as earnings rise.”
Employee performance, well‐being, and differential effects of human resource management subdimensions: Mutual gains or conflicting outcomes? (2018, background): “For example, research evidence demonstrates that team working can intensify work due to an increased potential for both task and relationship conflicts, the increased likelihood of peer surveillance, concertive control, and the need to juggle one’s team role alongside other individual work responsib”
Teamworking and organizational performance: A review of survey-based research (2008, methodology): “…1996 + + + 12 Cooke 1994 + 13 Delarue et al. 2004 + 0 14 DeVaro 2006 + 15 Dunlop and Weil 1996 + + 16 Elmuti 1997 + + + 17 Glassop 2002 + + + 0 18 Godard 2001 + 19 Harley 2001 0 20 Hamilton et al. 2003 + 21 Ichniowski et al. 1997 0 22 Mathieu et al. 2006 + 23 McNabb and Whitfield 1997 0 24…”
Organizational Success and Worker Dignity: Complementary or Contradictory?1 (2004, background): “Other researchers, however, find that even modest workplace innovations tend to increase the sense of “belongingness” among employees (Godard 2001; Smith 2001).”
Deconstructing AMO framework: a systematic review (2016, background): “Highperformance work practices are expected to send positive messages to employees, increasing their willingness to perform better in their job (Boselie, 2010; Godard, 2000).”