Human Resource Management, Corporate Performance and Employee Wellbeing: Building the Worker into HRM

By D. Guest. 2002

774 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management, Public Administration

View Paper: https://www.semanticscholar.org/paper/4eb18220e428ddd2daab728c6cbf0ce9d5aa5e9b

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In General Health Professions

In Organizational Behavior and Human Resource Management

In Public Administration

Citations in the corpus

The relationship between ‘high-performance work practices’ and employee attitudes: an investigation of additive and interaction effects (2007, background): “Additivity implies a positive linear association: in other words, the more of these practices the better, as argued by Guest (1999, 2002).”
A Review of Employee Well-Being and Innovativeness: An Opportunity for a Mutual Benefit (2007, neutral): “Although employee wellbeing has received increasing attention among scholars of human resource management and organizational psychologists and it is realized that innovativeness needs to be taken care of (Guest, 2002; Deery, 2002; Florida, 2002), innovation literature has paid surprisingly little at”
Human resource management–well‐being–performance research revisited: Past, present, and future (2019, background): “…management (HRM) systems have not only on organisational performance but also on employee outcomes including, in particular, various aspects of employee well-being (WB; Appelbaum, Bailey, Berg, & Kalleberg, 2000; Godard, 2001a; Guest, 2002; Jackson, Schuler, & Jiang, 2014; Wright & Boswell, 2002).”
Unravelling the HRM-Performance Link: Value-Creating and Cost-Increasing Effects of Small Business HRM (2006, positive): “Concerning the impact of HPWP on the individual, the majority of authors suggest that the introduction of HPWP predominantly has a positive effect on the well being of employees (Appelbaum et al., 2000; Guest, 2002; Guest and King, 2004).”
Does perceived support in employee development affect personnel turnover? (2011, background): “Several studies have found that HRD practices affect the behaviour and attitudes of employees (Guest, 2002; Edgar and Geare, 2005; Muse and Stamper, 2007).”
Does Leadership Style Make a Difference? Linking HRM, Job Satisfaction, and Organizational Performance (2014, background): “…sector–based research on HRM and performance, the assumption is that an underlying causal link that runs through employee outcomes (in the form of employee attitudes and behavior) connects HR practices with organizational performance (Boselie et al., 2005; Guest, 2002; Paauwe & Richardson, 1997).”
HRM, Communication, Satisfaction, and Perceived Performance (2013, background): “For example, Guest (2002) found that direct participation schemes were related to satisfaction (see Boselie, Dietz, & Boon, 2005, for a review of research on HR systems and satisfaction).”
HRM practices and organizational commitment profiles (2008, methodology): “Our decision to consider HRM practices from the perspective of the individual employee was based on the opinion that employees are in the best position to describe their actual employment relationships and the management practices in use (Guest 2002; Wright, Gardner, Moynihan and Allen 2005; Macky a”
Human resource practices, employee attitudes and small firm performance (2017, neutral): “This is perhaps surprising given HRM is concerned with the effective management of people, and recurrent calls from HR scholars to pay greater attention to workers’ views in HRM research (Guest, 1999; 2002).”
The relationship between perceived training and development and employee retention: the mediating role of work attitudes (2018, background): “The present study focuses on perceived T&D as it is these individuallevel perceptions of an HR practice that have the most significant and influential effect on employee attitudes and behaviours (Guest, 2002).”
Cross-level effects of high-performance work practices on burnout: Two counteracting mediating mechanisms compared (2009, background): “Most empirical studies into HPWPs indeed investigate employee attitudes like motivation or satisfaction, which precede extra effort and hence increased performance (Appelbaum et al., 2000; Guest, 2002).”
Flexible working and happiness in the NHS (2011, background): “Indeed, we are already beginning to see research emerge on the extent to which HR practices influence wellbeing and potentially performance (see for example Peccei, 2004) and Guest (2002) argues that such concepts need to be built in to the HRM-performance relationship.”