High-Involvement Work Design and Job Satisfaction
By Robert D. Mohr, Cindy Zoghi. 2008
163 citations recorded by the source corpus.
Subfields: General Health Professions, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/4e337c81e7782340c073cdc148b8f7e45ef2a1ed
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In General Health Professions
In Organizational Behavior and Human Resource Management
Citations in the corpus
- Flexible Working and Performance: A Systematic Review of the Evidence for a Business Case (2011, unknown): “Potential mediators, with the exceptions of job satisfaction or commitment, were rarely investigated as is the case in the wider HRM and performance literature (Harley et al. 2007; Macky and Boxall 2007, 2008; Mohr and Zoghi 2008; Takeuchi et al. 2009).”
- Exploring the relationships between high involvement work system practices, work demands and emotional exhaustion: a multi-level study. (2018, background): “A growing body of research has identified HIWS as being a beneficial predictor of both employee- and organizational-level outcomes (i.e. Butts et al., 2009; Mohr & Zoghi, 2008), advocating a mutual gains perspective (Peccei et al., 2013).”
- Causality Between High-Performance Work Systems and Organizational Performance (2017, background): “The WES contains a set of HR practices that allows researchers to study HR practices as a system (e.g., Mohr & Zoghi, 2008; Zatzick & Iverson, 2006).”