The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model
By Kerstin Alfes, Amanda Shantz, C. Truss, Emma Soane. 2013
802 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science
View Paper: https://www.semanticscholar.org/paper/1e564a0f0df074a7af5edebd83ef846b35566c6d
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Organizational Behavior and Human Resource Management
- Simon Albrecht
- Arnold B. Bakker
- M. Idris
- Evangelia Demerouti
- Michelle R. Tuckey
- Wilmar B. Schaufeli
- M. Lee
- M. Tims
In Sociology and Political Science
- Arnold B. Bakker
- Simon Albrecht
- Evangelia Demerouti
- Wilmar B. Schaufeli
- A. Mostafa
- Jake G. Messersmith
- M. Idris
- A. Bos‐Nehles
Citations in the corpus
- 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): “2011; Alfes, Shantz and Truss 2012), psychological contracts (Raeder, Knorr and Hilb 2012) and employee engagement (Alfes et al. 2013).”
- How employees’ pro-activity translates high-commitment HRM systems into work engagement: the mediating role of job crafting (2018, background): “Several studies have shown that employee perceptions of high-commitment HRM are positively related to work engagement (Alfes et al., 2013a, 2013b; Bal & De Lange, 2015; Boon & Kalshoven, 2014).”