Measurement error in research on human resources and firm performance: How much error is there and how does it influence effect size estimates?

By B. Gerhart, Patrick M. Wright, Gary C. Mcmahan, Scott A. Snell. 2000

735 citations recorded by the source corpus.

Subfields: Applied Psychology, General Decision Sciences, Safety Research

View Paper: https://www.semanticscholar.org/paper/3e10ff98f20c38708627e47b93a41f28c9832b91

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In General Decision Sciences

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Citations in the corpus

Achievements and challenges for work/life balance strategies in Australian organizations (2005, methodology): “While we acknowledge recent criticisms and debate regarding this approach, this methodology has been widely utilized in the HRM research literature (Gerhart et al., 2000a 2000b; Huselid and Becker, 2000; Wright et al., 2001).”
Age, proactivity and career development (2008, methodology): “By including two raters for the same work unit we can partly control for the large amount of measurement error associated with single-rater studies in HRM (Gerhart et al., 2000).”
An empirical examination of the mechanisms mediating between high-performance work systems and the performance of Japanese organizations. (2007, background): “More specifically, however, in strategic HRM, Gerhart et al. (2000) recommended the use of ICC(1), which is what Datta et al. (2005) adopted.”
Cross-level effects of high-performance work Systems (HPWS) and employee wellbeing: the mediating effect of organisational justice (2016, background): “Gerhart et al. (2000) questioned the reliability of single respondent measures of HR due to a problem with measurement error.”
The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model (2013, background): “Hence, the same HRM system can be interpreted in different or even contrary ways, and it is individuals' perceptions of this system that are most relevant to individual level attitudinal and behavioural outcomes (Guest 1999 ; Gerhart, Wright, McMahan and Snell 2000 ; Gratton and Truss 2003 ; Gerh”
HR flexibility and firm performance: analysis of a multi-level causal model (2009, neutral): “In reality, ‘intended’ HR practices often differ substantially from ‘implemented’ or ‘perceived’ practices (Huselid and Becker 2000).”
Competitive strategy and performance measurement in the Malaysian context (2008, background): “Further, measurement error has been cited as a critical concern throughout the management field (Gerhart et al., 2000), and the extent to which it exists in the assessment of performance could raise key validity questions from research on the competitive strategy-performance relationship (Ketchen et”