High Performance Work Systems and Intermediate Indicators of Firm Performance Within the US Small Business Sector

By Sean A. Way. 2002

650 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Gender Studies, Public Administration

View Paper: https://www.semanticscholar.org/paper/2e71a85100dd9a8d266ffce00ca0533e36193c5e

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Citations in the corpus

Unravelling the HRM-Performance Link: Value-Creating and Cost-Increasing Effects of Small Business HRM (2006, positive): “Based on empirical studies, we believe that HPWP are associated with lower levels of voluntary turnover (Arthur, 1994; Guthrie, 2001; Huselid, 1995; Shaw et al., 1998; Way, 2002).”
Perceived Labor Productivity in Small Firms—The Effects of High–Performance Work Systems and Group Culture through Employee Retention (2012, background): “…that possess human capital (i.e., skills and behavior scripts) and motivating these individuals to apply their human capital helps firms consistently generate rents (Becker & Huselid, 1998; Delery, 1998; Huselid, 1995; Jackson & Schuler, 1995; MacDuffie, 1995; Way, 2002; Wright & Boswell, 2002).”
Human resource practices, employee attitudes and small firm performance (2017, neutral): “This is consistent with the cross-sectional analyses of Michie and Sheehan (2008) and Way (2002), and lends some prima facie support to the universalistic perspective of SHRM and notions that in terms of HR practices “more is better” (De Winne and Sels, 2013).”
The role of HRM practices, procedural justice, organizational support and trust in organizational commitment and in-role and extra-role performance (2010, background): “Other studies have clarified the positive influence of HRM practices and systems on stability and extra-role behaviors or on related constructs such as organizational citizenship behaviors (OCB) (Huselid 1995 ; Way 2002 ; Podsakoff, MacKenzie, Paine and Bacharach 2000 ).”
Interrelationships between human capital, HRM and innovation in Belgian start-ups aiming at an innovation strategy (2010, result): “These results are in line with previous studies in small firms (Way 2002 ; Sels et al.”
The Impact of High-Performance Human Resource Practices on Employees’ Attitudes and Behaviors (2013, background): “(e.g., Combs et al., 2006; Delery & Shaw, 2001; Huselid, 1995; Sun et al., 2007; Way, 2002).”
High-performance work systems and performance of French small- and medium-sized enterprises: examining causal order (2011, background): “In another study on 446 US firms with less than 100 employees, Way ( 2002 ) notes the presence of practices raising HPWSs.”
Crossing the level of employee's performance: HPWS, affective commitment, human capital, and employee job performance in professional service organizations (2011, background): “In a HPWS setting, the emphasis on selective staffing and comprehensive training contributes to a higher level of employee human capital (Huselid 1995; Way 2002).”
Employee-Organization Exchange Relationships, HRM Practices, and Quit Rates of Good and Poor Performers (2009, background): “First, with few exceptions (Way, 2002), research is beleaguered by the use of measures of total turnover (quits, transfers, discharges, retirements, etc.) in explanatory models, although it has clearly demonstrated that the predictors of voluntary and involuntary quit rates are markedly different…”
The Influence of High-Involvement Human Resources Practices, Procedural Justice, Organizational Commitment, and Citizenship Behaviors on Information Technology Professionals' Turnover Intentions (2007, background): “Furthermore, investments in high-involvement HR practices may foster the emergence of a positive work climate that, in turn, may result in lower turnover (Rogg, Schmidt, Shull, & Schmitt, 2001; Way, 2002).”
Does intellectual capital matter? High-performance work systems and bilateral innovative capabilities (2013, background): “The “core HR practices” in our framework entail comprehensive staffing (Arthur, 1994; Delaney and Huselid, 1996; Huselid, 1995; Snell and Dean, 1992; Way, 2002), extensive training (Arthur, 1994; Delery and Doty, 1996; Snell and Dean, 1992), knowledgeand skill-based reward systems (Guthrie, 2001; Lo”