An Integrative HRM Process Theorization: Beyond Signalling Effects and Mutual Gains

By Mats Ehrnrooth, Ingmar Björkman. 2012

177 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/35a317ab8134573cc9f3c0a0a67c3797230a3e84

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Citations in the corpus

Developing and Leveraging Human Capital Resource to Promote Service Quality (2016, methodology): “…Vroom’s motivational framework is the recent adoption of the ability, motivation, and opportunity (AMO) framework in SHRM research to account for the performance effects of HPWS (Boselie, Dietz, & Boon, 2005; Boxall & Purcell, 2003; Ehrnrooth & Bjorkman, 2012; Jiang, Lepak, Hu, & Baer, in press).”
Team Manager’s Implementation, High Performance Work Systems Intensity, and Performance: A Multilevel Investigation (2018, background): “In addition, empowerment and participative practices, which are often included in HPWS, positively affect the commitment of individuals to their jobs and their organizations (Ehrnrooth & Bjorkman, 2012).”
Deconstructing AMO framework: a systematic review (2016, background): “These positive messages are also known as signaling effect (Bowen & Ostroff, 2004; Ehrnrooth & Björkman, 2012), which suggest that HRM systems send messages to employees who, in turn, align their efforts toward the organization goals.”
Demands or resources? The relationship between HR practices, employee engagement and emotional exhaustion within a hybrid model of employment relations (2016, methodology): “…fruitful ground for exploring some of the tensions within HRM that have been identified as an important, yet neglected, area for research (Boxall, Ang & Bartram, 2011; Ehrnrooth & Bjorkman, 2012; Jenkins & Delbridge, 2013; Thompson & Harley, 2007; Van De Voorde, Paauwe, & Van Veldhoven 2012).”
Moving Forward: Developing Theoretical Contributions in Management Studies (2014, background): “…models associated with both ‘positive’ and more ‘critical’ traditions on this relationship, which in turn leads them to posit a more ‘integrative’ model that ‘counteract[s] simplistic win–win versus win–lose assumptions and arguments in the HRM context’ (Ehrnrooth and Björkman, 2012, p. 1130).”
Experienced high performance work system, extroversion personality, and creativity performance (2015, background): “Research examining the effect of management systems finds that HR systems may help workers generate creative ideas via psychological empowerment (Ehrnrooth & Bjorkman, 2012).”
Examining the Intermediate Role of Employee Abilities, Motivation and Opportunities to Participate in the Relationship between HR Bundles and Employee Performance (2018, background): “…and involvement in firm decisions, and practices related to establishing communication channels from the firm to individuals, help to increase employees’ possibilities to deploy their skills in the firm and to actively contribute to the organization’s success (Ehrnrooth and Björkman, 2012).”
Cross-level effects of high-performance work Systems (HPWS) and employee wellbeing: the mediating effect of organisational justice (2016, background): “For example, work practices such as employee voice, teamwork and job autonomy can help employees to identify and exploit opportunities (Ehrnrooth and Björkman, 2012).”