THE RELATIONSHIP OF STAFFING PRACTICES TO ORGANIZATIONAL LEVEL MEASURES OF PERFORMANCE

By D. Terpstra, E. Rozell. 2006

555 citations recorded by the source corpus.

Subfields: Accounting, Management Information Systems, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/455c14885758240a75c5da1c9a757ee675c4c293

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

1. Keld Laursen
2. N. J. Foss
3. John Van Reenen
4. Nicholas Bloom
5. James G. Combs
6. Pedro Miguel Romero-Fernández
7. Gonzalo Sánchez‐Gardey
8. Fernando Martín‐Alcázar

In Management Information Systems

1. M. Alagaraja
2. N. J. Foss
3. Dave J. Ketchen
4. James G. Combs
5. Yongmei Liu
6. Keld Laursen
7. A. Ryan
8. N. Tippins

In Organizational Behavior and Human Resource Management

1. M. Alagaraja
2. Nicholas Bloom
3. John Van Reenen
4. Pedro Miguel Romero-Fernández
5. Gonzalo Sánchez‐Gardey
6. Fernando Martín‐Alcázar
7. James G. Combs
8. Yongmei Liu

Citations in the corpus

• Human Resource Management Practices and Innovation (2012, background): “The early literature was concerned with various “stand-alone” HRM practices and their effect on organizational performance (e.g. Gerhart and Milkovich, 1990; Terpstra and Rozell, 1993).”
• ATTRACTING AND SELECTING: WHAT PSYCHOLOGICAL RESEARCH TELLS US (2004, methodology): “…staffing practices (e.g., conduct studies of recruiting source yield and validation studies for tools used; use structured interviews, cognitive ability tests, and biodata tools) have higher levels of annual profit, profit growth, sales growth, and overall performance (Terpstra & Rozell, 1993).”
• Effect of leadership style on organizational performance as viewed from human resource management strategy (2010, background): “Thus since 1980, the human resource management strategy has become an important emerging issue for human resource management (Terpstra and Rozell, 1993; Huang, 1997).”
• Strategic HRM in North America: looking to the future (2008, unknown): “Terpstra and Rozell (1993) demonstrated a positive relationship between staffing practices (follow-up on recruiting sources, conduct validation studies on selection tests, structured interviews, intelligence tests, biographical information blanks) and annual profit.”
• Strategic human resource management: integrating the universalistic, contingent, configurational and contextual perspectives (2005, background): “…mainly on certain practices oriented to reinforce employees’ abilities, for example, variable compensation (Gerhart and Milkovich, 1990), certain methods of recruitment and selection (Terpstra and Rozell, 1993), comprehensive training (Russell et al., 1985) or performance appraisal (Borman, 1991).”