The Impact of High-Performance Human Resource Practices on Employees’ Attitudes and Behaviors

By Rebecca R. Kehoe, Patrick M. Wright. 2013

1,347 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/1c175d704abdcebc63db873306876b0001de944e

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Perceptions of HR practices, person–organisation fit, and affective commitment: The moderating role of career stage (2018, background): “In line with this stream of studies (e.g., Kehoe & Wright, 2013), we focus on perceptions of HPWP. PO fit is defined as the compatibility between people and organizations (Kristof- Brown et al., 2005), that is, the extent to which people match “in terms of their values, beliefs, and personality…”
The generalizability of transformational leadership across cultures: a meta-analysis (2019, background): “…at using modern recruitment, selection, training and performance management approaches – collectively often referred to as “high performance human resource practices” (e.g. Kehoe and Wright, 2013) – such that there is less variance in employee performance for transformational leadership to explain.”
Demands or resources? The relationship between HR practices, employee engagement and emotional exhaustion within a hybrid model of employment relations (2016, background): “The items were: “I receive a formal evaluation of my performance at least once a year” (Kehoe & Wright, 2013); “My performance is assessed based on my compliance with preset behaviors, procedures, and standards”; and “I am encouraged to set objective, quantifiable goals that are reviewed once a…”
Delighting the Customer: Creativity-Oriented High-Performance Work Systems, Frontline Employee Creative Performance, and Customer Satisfaction (2019, background): “…the performance implications of HPWS focused primarily on unitlevel management-rated HPWS (Sun et al., 2007), our focus on average perceived creativityoriented HPWS underscores the importance of understanding employees’ experience or perceptions of HPWS (Kehoe & Wright, 2013; Liao et al., 2009).”
The Application of the Multilevel Paradigm in Human Resource Management–Outcomes Research: Taking Stock and Going Forward (2019, background): “Depending on the specific focus of the model, the theories involved range, for example, from social exchange and self-determination theory (Kehoe & Wright, 2013; Shin, Jeong, & Bae, in press), to organizational justice theory (Kroon, Van de Voorde, & Van Veldhoven, 2009; Wu & Chaturvedi, 2009), to…”
Driving innovation: Public policy and human capital (2019, background): “If implemented effectively, well-constructed human resource programs and practices are likely to cause employees to view themselves as operating a social exchange relationship characterized by mutual trust, respect, and support (Evans and Davis, 2005; Kehoe and Wright, 2013).”
High-performance work system and intention to leave: a mediation model (2014, methodology): “In this case, all the constructs should be self-reported; hence, this is the procedure used in those few existing studies on the effect of HPWS on employees’ attitudes (e.g. Wu and Chaturvedi 2009) and on the intention to leave/remain (e.g. Guchait and Cho 2010; Kehoe and Wright 2013).”
Developmental HRM, employee well-being and performance: the moderating role of developing leadership (2019, background): “While single-item measurement is common to measure the mere presence of an individual HR practice (Boselie et al., 2005; Kehoe and Wright, 2013), it may not capture the entire complexity of an HR practice (e.g., on-the-job vs off-the-job training or the frequency and justice of appraisals).”
The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model (2013, result): “…examined perceived organisational support (POS), commitment and job satisfaction as mediating variables in the link between HRM and individual behaviours, the results of these studies have been mixed (e.g. Allen, Shore and Griffeth 2003; Kuvaas 2008; Snape and Redman 2010; Kehoe and Wright 2010).”
How Do Developmental and Accommodative HRM Enhance Employee Engagement and Commitment? The Role of Psychological Contract and SOC Strategies (2013, background): “We extend previous research that found that universalistic developmental HRM relates to higher individuallevel outcomes (e.g. Kehoe and Wright, 2013; Kuvaas, 2008) by studying the mediating process of the psychological contract.”
The more the better…or is it? The contradictory effects of HR practices on knowledge sharing motivation and behavior (2016, background): “HRM research has been overly focused on distal HR outcomes, leading to gaps in understanding the mechanisms linking HR practices to performance (Jiang et al., 2012; Kehoe and Wright, 2013).”