Rewarding employee performance: line managers' values, beliefs and perspectives
By L. Harris. 2001
110 citations recorded by the source corpus.
Subfields: Management Information Systems, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/2597312fe833d296fb14e1b78eca61f8e88c2f55
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In Management Information Systems
In Organizational Behavior and Human Resource Management
- Anders Dysvik
- B. Kuvaas
- Robert Buch
- J. Purcell
- S. Hutchinson
- J. Gould-Williams
- Marylène Gagné
- Sophie Anna De Winne
Citations in the corpus
- HR practices, organizational climate and employee outcomes: evaluating social exchange relationships in local government (2007, background): “However, there are few studies reporting that managers' attempts to implement such systems are successful, with Harris ( 2001 ) observing that even though managers liked the idea of determining reward levels for their own staff, they generally found ‘being in the spotlight just too uncomfortable and”
- Front‐line managers as agents in the HRM‐performance causal chain: theory, analysis and evidence (2007, background): “Third, a steady stream of studies in the period on aspects of the FLM role in HRM like appraisal, involvement and incentive pay has noted the distinction between espoused and enacted HR practices with the gap often explained by FLMs’ lack of training, lack of interest, work overload, conflicting pri”
- Is coworker feedback more important than supervisor feedback for increasing innovative behavior? (2019, unknown): “can promote employees’ work engagement and perceptions that the organization is upholding its side of the psychological contract and subsequently foster employees’ innovative behavior (Gruman & Saks, 2011; Harris, 2001).”
- Exploring alternative relationships between perceived investment in employee development, perceived supervisor support and employee outcomes (2010, background): “suggests that employees perceive an organisation’s HR differently because individual line managers vary in their implementation (e.g. Grint, 1993; McGovern et al., 1997; FentonO’Creevy, 2001; Harris, 2001; Truss, 2001; Whittaker and Marchington, 2003; Wright and Haggerty, 2005; Purcell and Hutchinso”