Beyond the High-Performance Paradigm? An Analysis of Variation in Canadian Managerial Perceptions of Reform Programme Effectiveness

By J. Godard. 2001

111 citations recorded by the source corpus.

Subfields: Demography, General Health Professions, Public Administration

View Paper: https://www.semanticscholar.org/paper/21b6615cfea998a76a7d8b1ce4021e9c81d22009

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Citations in the corpus

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).”
The relationship between ‘high-performance work practices’ and employee attitudes: an investigation of additive and interaction effects (2007, background): “Cappelli and Neumark (2001), for example, fail to find significant interaction effects, with the possible exception of a synergy for profit-sharing with selfmanaged teams, while Godard (2001) finds a plateau effect in HPWS adoption.”
Deconstructing AMO framework: a systematic review (2016, background): “Moreover, some scholars state that choosing the right combination of practices is crucial to better performance, and similar bundles may be negatively related to positive outcomes depending on the context (Godard, 2001; Shih et al., 2007).”
Human resource management–well‐being–performance research revisited: Past, present, and future (2019, background): “In contrast, only a small number of analyses, and these all mainly from a five studies (Elorza et al., 2011; Godard, 2001b; Jensen et al., 2013; Ramsay et al., 2000; Wood et al., 2012), provided empirical support to any of the conflicting outcomes or mutual losses models.”
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.”
The Application of the Multilevel Paradigm in Human Resource Management–Outcomes Research: Taking Stock and Going Forward (2019, background): “…dimensions of individual task and contextual performance (e.g., in-role and extrarole behaviors) but also, and increasingly, various aspects of employee psychological and health-related well-being (e.g., job satisfaction, positive affect, job stress, burnout; Godard, 2001; Guest, 1999, 2011).”
A Double-Edged Sword? Exploring the Curvilinear Relationship Between Organizational Tenure Diversity and Team Innovation: The Moderating Role of Team-Oriented HR Practices (2009, methodology): “Nine items were adopted from studies performed by Delery and Doty (1996), Godard (2001), Huang and Lin (2006), Kirkman and Rosen (1999), and Mathieu et al. (2006) (the complete list of items is available in the appendix).”