Using sequential tree analysis to search for ‘bundles’ of HR practices

By D. Guest, N. Conway, Philip J. Dewe. 2004

236 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/2c6bbdf0d08a19653788e246327eb2414b1e8d3b

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Science and Operations Research

1. C. Truss
2. Peter Boxall
3. Amanda Shantz
4. Kaifeng Jiang
5. Emma Soane
6. Jia Hu
7. Autoria Sumita Ketkar
8. P. Sett

In Sociology and Political Science

1. C. Truss
2. Peter Boxall
3. Amanda Shantz
4. Kaifeng Jiang
5. Emma Soane
6. Jia Hu
7. Autoria Sumita Ketkar
8. P. Sett

Citations in the corpus

• HRM and Performance: Achievements, Methodological Issues and Prospects (2009, background): “…performance related pay (Dowling and Richardson, 1997; Lazear, 1996; McNabb and Whitfield, 1997), training and development (Kalleberg and Moody, 1994), and internal career possibilities (Verburg, 1998), but also of bundles or combinations of HR practices (e.g. Arthur, 1994; Guest et al., 2004).”
• How Does Human Resource Management Influence Organizational Outcomes? A Meta-analytic Investigation of Mediating Mechanisms (2012, background): “…Michie, Conway, and Sheehan (2003) Voluntary turnover Labor productivity, quality of goods and service Profitability, Tobin’s Q, return on investment Guest, Conway, and Dewe (2004) Selection tests, recruitment, training and development Performance appraisal, performance-related pay, employee…”
• The relationship between ‘high-performance work practices’ and employee attitudes: an investigation of additive and interaction effects (2007, methodology): “Complementariness implies that interaction effects among HPWS practices should be observable, explaining at least some of the variance in the dependent variables being studied, in addition to any main effects for individual practices (Cappelli and Neumark, 2001; Gerhart, 2004; Guest et al., 2004).”
• The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model (2013, background): “This suggests that employee perceptions of HRM bundles, rather than individual practices, may be relevant for determining employee attitudes and behaviours (Guest, Conway and Dewe 2004 ; Paauwe 2009 ).”
• Does Leadership Style Make a Difference? Linking HRM, Job Satisfaction, and Organizational Performance (2014, background): “…have stronger effects than others, how each of the individual practices affects performance and whether complementarities or synergistic interdependent relationships among such practices can further enhance organizational performance (Delaney & Huselid, 1996; Guest et al., 2004; Sels et al., 2006).”
• High-involvement work processes, work intensification and employee well-being (2008, background): “The inclusion of all items is therefore unlikely to lead to overestimating the degree of association between the index and outcome variables (Delery 1998; Delery and Shaw 2001; Guest, Conway, and Dewe 2004 ).”