Human resource practices and organizational commitment: A deeper examination
By Patrick M. Wright, Rebecca R. Kehoe. Asia Pacific Journal of Human Resources, 2008
214 citations recorded by the source corpus.
This paper examines newer conceptualizations of HRM practices in the HR—performance relationship as well as newer conceptualizations of commitment. Juxtaposing these categories of HR practices and types of commitment provides a clearer theoretical rational for at least some ways that HR practices can influence organizational performance, be that positive or negative. Implications for research are then discussed.
Subfields: Accounting, Gender Studies, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/47c8ab7478331861389c65c1fb0977002631bd89
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In Accounting
In Gender Studies
In Organizational Behavior and Human Resource Management
Citations in the corpus
- The Effect of Strategic Human Resource Management on Organizational Performance: The Mediating Role of High‐Performance Human Resource Practices (2013, background): “…research on the HPHRPs and performance link has demonstrated that HR practices are related to a set of organizational performance measures (Wright & Kehoe, 2008), and this has provided a basis for many authors to promote the practical benefits that can be gained from adopting HPHRPs…”
- Market competition, HRM, and firm performance: The conventional paradigm critiqued and reformulated (2015, background): “For example,Wright and Kehoe (2008) observe, “In a world increasingly characterized by globalization of product markets, the importance of human capital as a resource that can potentially provide competitive advantage has become more important because a firm's people are integral to success” (p. 6).”
- The influence of line managers and HR department on employees' affective commitment (2011, unknown): “It is therefore an important intermediate variable in the HRM performance chain (Wright and Kehoe 2008).”