HRM, Communication, Satisfaction, and Perceived Performance

By Deanne N. den Hartog, Corine Boon, Robert M. Verburg, Marcel A. Croon. 2013

440 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/318683c462ca0513a7b79f97a18d980d5cb13366

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

1. K. van de Voorde
2. R. Peccei
3. Kaifeng Jiang
4. Jia Hu
5. Corine Boon
6. A. Bos‐Nehles
7. J. de Leede
8. J. Meijerink

Citations in the corpus

• How employees’ pro-activity translates high-commitment HRM systems into work engagement: the mediating role of job crafting (2018, result): “In support of these claims, several studies have indeed shown that employees’ work attitudes are more strongly affected by their perceptions of HRM than the actual provision of HRM practices as reported by a manager (Den Hartog et al., 2013; Liao, Toya, Lepak, & Hong, 2009).”
• Exploring the relationships between high involvement work system practices, work demands and emotional exhaustion: a multi-level study. (2018, background): “Prober communication is crucial for employees to understand the intention and content of HIWS practices (Den Hartog et al., 2012; Nishii & Wright, 2008).”
• Understanding Employees’ Perceptions of Human Resource Practices: Effects of Demographic Dissimilarity to Managers and Coworkers (2017, methodology): “By focusing on employees’ reactions to HR practices, many scholars have found that employees make a positive contribution to their organizations when they perceive the use of HPWS in workplaces (e.g., Aryee et al., 2012; Den Hartog was low (simple slope = .58, t(1,115) = 8.47, p < .01) than when it ”
• The Application of the Multilevel Paradigm in Human Resource Management–Outcomes Research: Taking Stock and Going Forward (2019, methodology): “Specifically, based on a variety of theoretical arguments linked, for example, to the resource-based view (Den Hartog, Boon, Verburg, & Croon, 2013; Gong, Law, Chang, & Xin, 2009), human capital theory (Takeuchi, Lepak, Wang, & Takeuchi, 2007), the behavioral perspective in HRM (Messersmith, Patel, ”
• Conceptualising the future of HRM and technology research (2016, background): “Within a decade this had led to a whole stream of research testing the link between HRM and success in terms of short-term economic measures of fi rm performance (see Den Hartog, Boon, Verburg, & Croon, 2013; Nishii, Lepak, & Schneider, 2008; Paauwe, Guest, & Wright, 2013).”