HUMAN RESOURCE MANAGEMENT AND LABOR PRODUCTIVITY: DOES INDUSTRY MATTER?

By Deepak K. Datta, James P. Guthrie, Patrick M. Wright. 2005

1,352 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/495006450843cb75f5f1b6e23c0dbd6b9dd47dc4

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In Management Information Systems

In Organizational Behavior and Human Resource Management

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Citations in the corpus

High-performance work system and employee creativity: The roles of perceived organisational support and devolved management (2017, background): “(Datta et al., 2005; Guthrie, 2001; Huselid, 1995), which includes employment security, extensive training, teams and decentralised decision making, information sharing and so on (Zacharatos et al.”
A Relational Model of How High-Performance Work Systems Work (2010, background): “Researchers have documented the impact of human resource practices on efficiency outcomes such as worker productivity (Arthur 1994, Bartel 1994, Datta et al. 2005, Koch and McGrath 1996) and equipment reliability (Ichniowski et al. 1997, Youndt et al. 1996), on quality outcomes such as…”
Work enrichment and employee voice in human resource management-performance studies (2007, background): “, 2005 ; Kalleberg and Moody, 1994 : 949), which unless otherwise stated we will also do from hereon.”
Experienced high performance work system, extroversion personality, and creativity performance (2015, background): “A great deal of research in the past has found that HPWSs can benefit performance (Arthur, 1992; Chuang & Liao, 2010; Collins & Smith, 2006; Datta et al., 2005; Delaney & Huselid, 1996; Delery & Doty, 1996; Guthrie, 2001; Huselid, 1995; Jiang et al., 2012; Liao et al., 2009).”
A SOCIAL-STRUCTURAL PERSPECTIVE ON EMPLOYEE- ORGANIZATION RELATIONSHIPS AND TEAM CREATIVITY (2014, background): “…(Herold, 1978; Schroder, Driver, & Streufert, 1967), has been highlighted as a contextual moderator in literatures of employment relationships (e.g., Datta et al., 2005), social capital (Gant, Ichniowski, & Shaw, 2002; Tsai & Ghoshal, 1998), and creativity (Amabile & Conti, 1999; Taggar, 2002).”
The Role Of Context In Work Team Diversity Research: A Meta-Analytic Review (2009, methodology): “Relative to manufacturing industries, service industries are characterized by more frequent and closer interactions with customers and a greater emphasis on discretionary behavior that can manifest directly in performance outcomes such as sales, customer satisfaction, and customer retention (Datta e”
Small firm innovation performance and employee involvement (2014, neutral): “…responsibilities being delegated, manual employees being involved with formal or informal work teams and/or quality circles and employee proposals being systematically collected (e.g., Kalleberg and Moody 1994; Michie and Sheehan-Quinn 2001; Hayton 2003; Michie and Sheehan 1999; Datta et al. 2005).”
Human Resource Management Practices and Innovation (2012, background): “…the direct effect of (complementary) HRM practices on economic performance, but also moderated relationships between these variables, for example, by the type of manufacturing strategy pursued by the respondent’s firm (Youndt et al., 1996) or its industry affiliation (Datta et al., 2005).”
Perceived Labor Productivity in Small Firms—The Effects of High–Performance Work Systems and Group Culture through Employee Retention (2012, background): “To explore the moderated mediation link, we first explore how group culture enhances the effects of HPWS on employee retention in SEs.”