From Security to Mobility: Generalized Investments in Human Capital and Agent Commitment

By D. C. Galunic, Erin Anderson. 2000

221 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics, Safety Research

View Paper: https://www.semanticscholar.org/paper/31af2195210acd7ff4eeb34a2c259780043f4317

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Citations in the corpus

THE IMPACT OF MOTIVATION, EMPOWERMENT, AND SKILL‐ENHANCING PRACTICES ON AGGREGATE VOLUNTARY TURNOVER: THE MEDIATING EFFECT OF COLLECTIVE AFFECTIVE COMMITMENT (2011, background): “On the one hand, research suggests that training investments may increase employees’ perceptions that the organization values their current and future contributions and thus their need for relatedness (Galunic & Anderson, 2000; Tannenbaum, Mathieu, Salas, & Bowers, 1991).”
Human capital matters: Market valuation of firm investments in training and the role of complementary assets (2017, background): “Other “in kind” benefits, such as human capital investment and training, may induce parties to come to contractual agreement in place of safeguards and price premiums (Galunic & Anderson, 2000; Hansson, 2002).”
Human resources development practices and their association with employee attitudes: Between traditional and new careers (2007, background): “An investment in general development was found to be positively associated with commitment, and those who were more satisfied with opportunities to enhance their employability in their current firms, were much more committed than those who were not satisfied (Galunic & Anderson, 2000).”
Expectations of organizational mobility, workplace social inclusion, and employee job performance (2004, background): “Employability is the term used to describe an approach to human resources management in which employers provide interesting jobs and opportunities to develop skills that can be used to build a mobile career, involving what Galunic and Anderson (2000) call ‘generalized investments in employees.’”
Does perceived support in employee development affect personnel turnover? (2011, background): “Investments in general training can therefore be perceived by employees as a signal that their organisation values them individually rather than only as employees within the organisation (Galunic and Anderson 2000 ).”
The route to employability: Examining resources and the mediating role of motivation (2012, background): “This shift has been characterized as the “employability trend” to describe an approach to HRM in which employers provide interesting jobs and opportunities to develop skills that can be used to build a mobile career involving generalized investments in employees (Galunic and Anderson, 2000; Pearce a”
Job Search and Voluntary Turnover in a Boundaryless world: a Control Theory Perspective (2011, unknown): “…employability to replace job security as a primary value and driver behind career management decisions (Baruch, 2001; Benson, 2006; Berntson, Naswall, & Sverke, 2010; Galunic & Anderson, 2000; Grote & Raeder, 2009; Iles, Forster, & Tinline, 1996; King, 2000; Waterman, Waterman, & Collard, 1994).”
Relationship between Entrepreneurial Orientation, Firm Resources, SME Branding and Firm's Performance: Is Innovation the Missing Link? (2012, background): “Reference [24] signifies the importance of human capital for products and process improvements leading ultimately towards higher performance.”
Resource-Based Perspectives on Unit-Level Human Capital (2014, background): “There were also two articles that examined other antecedents to the HCR, with one each exploring strategic decisions (Linnehan & De Carolis, 2005) and investment in the HCR (Galunic & Anderson, 2000).”
Determinants of Innovative Activity in Japanese Technology-based Start-up Firms (2004, background): “…characteristics’, a number of which have been referred to in the literature on human capital (e.g. Becker, 1964; Cressy, 1996; Davenport, 1999; Galunic and Anderson, 2000; Gratton and Ghoshal, 2003; Mayo, 2001; Parnes, 1984; Rastogi, 2000): the CEO’s educational background; the CEO’s prior…”
The effects of HRM practices and antecedents on organizational commitment among university employees (2006, background): “The correlation between organizational commitment and communication is signiﬁcantly positive (Galunic and Anderson, 2000; Knoke, 1988).”
Employee development, commitment and intention to turnover: a test of ‘employability’ policies in action (2006, background): “Some companies and scholars have advocated that ‘employability’ might supplant long-term job security as the basis for reciprocal commitment from employees (Fagiano, 1993; Waterman et al., 1994; Iles et al., 1996; Estienne, 1997; Galunic and Anderson, 2000; Craig et al., 2002).”