Human Resource Management and Organizational Performance: Evidence from Retail Banking

By Ann P. Bartel. 2004

347 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/70b97dbd59b18267e96d2261bfeea73ad3877bac

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In Management Information Systems

In Organizational Behavior and Human Resource Management

Citations in the corpus

Perceived external prestige and internal respect: New insights into the organizational identification process (2006, background): “visibility within the organization) to the three other antecedents of respect not only because it is an important aspect of HCM (Bartel, 2004), but also because it parallels the visibility-related antecedent of prestige.”
Three-Way Complementarities: Performance Pay, Human Resource Analytics, and Information Technology (2012, result): “Bartel (2004) documented similar findings in the banking sector.”
Theory and evidence in internal labor markets (2007, background): “’s (2002) study of piece-rate pay and call center productivity, and Hamilton, Nickerson, and Owan’s (2003) study of teams in apparel production (see also Knez and Simester (2001), Bartel (2004), and Freeman and Kleiner (2005)).”
Relating career stage to attitudes towards HR practices and commitment: Evidence of interaction effects? (2004, background): “With the exception of a small number of studies (e.g., Bartel, 2004; Wright, Gardner, & Moynihan, 2003), research exploring the impact of HR practices on employee attitudes or commitment is much more limited.”
High-involvement human resource practices, affective commitment, and organizational citizenship behaviors (2012, background): “industries since service-oriented employees have face-to-face contact with customers (Bartel, 2004), and their behaviors can ultimately enhance or diminish organizational”
HRM practices for human and social capital development: effects on innovation capabilities (2016, background): “employees’ knowledge by applying formal training programs (Bartel, 2004; Grasenick & Low, 2004;Youndt et al., 2004) in an interrelated form (Becker&Huselid, 1998).”
Talent and leadership development practices as drivers of intention to stay in Lebanese organisations: the mediating role of affective commitment (2013, background): “Theoretical background and hypotheses development Resource-based theory argues that human resources that are valuable, rare, inimitable and non-substitutionable have the potential to confer competitive advantage on an organisation (Becker and Huselid 1998; Bartel 2004).”
Team Manager’s Implementation, High Performance Work Systems Intensity, and Performance: A Multilevel Investigation (2018, background): “Considering all of these findings, we propose that team managers have a distinct influence on work climates in which HPWS are implemented and that different performance outcomes may be observed as a result (Bartel, 2004).”
SEARCHING FOR THE OPTIMAL LEVEL OF EMPLOYEE TURNOVER: A STUDY OF A LARGE U.K. RETAIL ORGANIZATION (2009, background): “ture), with noteworthy studies by Bartel (2004), of branches of a Canadian bank; by Kacmar, Andrews, Van Rooy, Steilberg, and Cerrone (2006), of restaurants in the Burger King chain; by Morrow and McElroy (2007), of bank branches; and by Shaw, Duffy et al.”
An empirical study of high performance HRM practices in Chinese SMEs (2006, positive): “In addition, findings from a number of empirical studies that have been conducted to test the relationship between HRM and performance indicate that high commitment and/or high involvement HRM practices have a positive impact on firm performance (e.g. Arthur, 1994; Bartel, 2004; Huselid, 1995; Husel”