Employer Policies and Organizational Commitment in Britain 1992–97

By D. Gallie, Alan Felstead, F. Green. 2001

111 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management, Public Administration

View Paper: https://www.semanticscholar.org/paper/38c362cb5d1cc16b303bf0a2f4a1290f38c4e435

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In General Health Professions

In Organizational Behavior and Human Resource Management

In Public Administration

Citations in the corpus

Why Has Work Effort Become More Intense (2004, unknown): “Although organizational commitment is widely manifest in Britain, there is no evidence that it is substantially increasing (Gallie et al, 1998; Gallie et al, 2001).”
Tightening the link between employee wellbeing at work and performance (2008, background): “Therefore, employees interpret organisational actions like human resource practices ( Gallie et al. , 2001”
Human Resource Flexibility as a Mediating Variable Between High Performance Work Systems and Performance (2008, background): “reward systems, and performance-based pay) (Gallie et al., 2001; Vandenberg et al., 1999).”
Normalized Intensity: The New Labour Process of Middle Management (2008, background): “…workplace changes include Adamson et al. (1998), Beynon et al. (2002), Brown and Lauder (2001), Cascio (1993, 2002), Eastman (1998), Fraser (2001), Gallie et al. (2001), Green (2001), Harrison (1994), Heckscher (1995), McGovern et al. (1998), Ogbonna and Wilkinson (2003), Rubery et al. (2002),…”
Home‐based teleworking and the employment relationship (2003, background): “A total of 80 per cent of the sales team felt that their level of commitment to the organisation had diminished yet high commitment theory ( Gallie et al. , 2001”
The nature and experience of agency working in Britain (2006, background): “capture affective commitment (see Gallie et al., 2001 ), which the client firm is in a better”
The relationship between ‘high-performance work practices’ and employee attitudes: an investigation of additive and interaction effects (2007, background): “…on ways in which human resource management might lead to superior organizational performance includes reference to ‘high-commitment management’ (e.g. Gallie et al., 2001; Wood, 1995; Wood and Albanese, 1995), ‘high-involvement work practices’ (Guthrie, 2001; Pil and MacDuffie, 1996), and…”