Employee Perceptions of HRM and TQM and the Effects on Satisfaction and INtention to Leave

By J. Boselie, A. V. deWiele. 2001

106 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/51731372c880bded2cb64b25c6c8bc5019cfb304

How researchers see this paper

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

1. Linas Turauskas
2. B. Cooper
3. Daniel I. Prajogo
4. Ismail Sila
5. Rūta Kazlauskaitė
6. Ilona Buciuniene
7. Esin Sadikoglu
8. Thomas Anning-Dorson

Citations in the corpus

• The effect of people-related TQM practices on job satisfaction: a hierarchical model (2010, background): “internal customer) satisfaction (Guimaraes 1996 , Lam 1996 , Morrow 1997 , Boselie and van der Wiele 2002 , Jun et al .”
• Organisational and psychological empowerment in the HRM‐performance linkage (2011, background): “), intentions to quit/turnover ( Boselie and van der Wiele, 2002”
• Examining the effects of contextual factors on TQM and performance through the lens of organizational theories: An empirical study (2007, background): “A company’s success in the long term depends on how effectively it satisfies its customers’ needs on a constant basis (Brah et al., 2002). Therefore, TQM’s success is determined by how willing the organization is to change and whether it uses customer satisfaction as a measure in assessing the succe”