The impact of HR practices, HR effectiveness and a ‘strong HR system’ on organisational outcomes: a stakeholder perspective

By D. Guest, N. Conway. 2011

208 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/5ca943510af7005e4be6ffb0bf5c43e14a9fad4d

How researchers see this paper

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

In Applied Psychology

1. Jue Wang
2. B. Cooper
3. He Mei
4. T. Bartram
5. Fang Lee Cooke

In Organizational Behavior and Human Resource Management

1. Késia Rozzett
2. Jue Wang
3. B. Cooper
4. Gisela Demo
5. Iara Nunes
6. E. R. Neiva
7. He Mei
8. T. Bartram

Citations in the corpus

• Human resources management policies and practices scale (HRMPPS): exploratory and confirmatory factor analysis (2012, background): “Guest and Conway (2011) confirmed the association between both more HRM practices and higher HR effectiveness and a range of performance outcomes.”
• Human resource practices, employee attitudes and small firm performance (2017, unknown): “In terms of the number of HR practices a common view is that “more is better” (De Winne and Sels, 2013; Guest and Conway, 2011).”
• Mapping the relationships between high-performance work systems, employee resilience and engagement: a study of the banking industry in China (2019, result): “Opinions expressed in this paper represent those of the authors only. to examining the complex relationships between people, process and performance (e.g. Guest & Conway, 2011; Newman, Ucbasaran, Zhu, & Hirst, 2014).”
• Does HRM facilitate employee creativity and organizational innovation? A study of Chinese firms (2012, background): “Others relate certain types of ‘bundles’, ‘systems’ or ‘configurations’ of HRM practices to different indicators of organizational performance (Guesta and Conway 2011 ).”