The role of employee HR attributions in the relationship between high‐performance work systems and employee outcomes

By K. van de Voorde, S. Beijer. 2015

317 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/5f353ba00637c23b0d7bc92db932cae39fe3081d

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In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

Developmental HRM, employee well-being and performance: the moderating role of developing leadership (2019, background): “Indeed, AOC is considered a typical reciprocal reaction from employees in response to a social exchange relationship (Gould-Williams, 2007; Van de Voorde and Beijer, 2015).”
High commitment HR practices, the employment relationship and job performance: A test of a mediation model (2016, background): “For example, Nishii, Lepak, and Schneider (2008) and Van de Voorde and Beijer (2015) studied employees' perceptions of HRM and the attributions they make about management motives for utilizing HR practices.”
Performance management and teacher performance: the role of affective organizational commitment and exhaustion (2020, background): “Indeed, Van De Voorde and Beijer (2015) show that when HRM is experienced as a way to support organizational members, employees report less job strain.”
Employees' perceptions of high-performance work systems and innovative behaviour: The role of exploratory learning (2017, background): “It transpires that employees' reactions play an essential role in explaining this relationship, and consequently some authors emphasise the need to include employees' perceptions in HRM research (Bowen & Ostroff, 2004; Kehoe & Wright, 2013; Nishii & Wright, 2008; Van De Voorde & Beijer, 2015).”
The relationship between high performance work systems and employee proactive behaviour: role breadth self-efficacy and flexible role orientation as mediating mechanisms (2017, methodology): “HPWS shape the work context (Johns, 2006; Van De Voorde and Beijer, 2015) and can be viewed as a relevant tool to promote proactivity among the workforce.”
The paradox of employee psychological well-being practices: an integrative literature review and new directions for research (2019, unknown): “…employee satisfaction and greater intrinsic rewards from their work, employees, at the same time, may experience greater anxiety and more intense work rhythms, increased workloads and strains that ultimately act as a barrier to high performance (Decramer et al., 2015; Van De Voorde & Beijer, 2015).”
Employee performance, well‐being, and differential effects of human resource management subdimensions: Mutual gains or conflicting outcomes? (2018, methodology): “Individual employees might experience the same set of HRM practices disparately and consequently react in a heterogeneous manner (Alfes et al., 2013; Van De Voorde & Beijer, 2015).”