HRM and Performance: Achievements and Challenges
By J. Paauwe, D. Guest, Patrick M. Wright. 2013
121 citations recorded by the source corpus.
View Paper: https://www.semanticscholar.org/paper/7111232e33276bc6c82ff869f2d0029a95adeb74
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
- Tanya V. Bondarouk
- C. Brewster
- Mike Ulrich
- Paul Boselie
- Michael Beer
- Patrick M. Wright
- T. Ashikali
- S. Groeneveld
Citations in the corpus
- A Road Well Traveled: The Past, Present, and Future Journey of Strategic Human Resource Management (2017, background): “See Paauwe et al. 2013, pp. 149–71 Gerhart B, Wright PM, McMahan GC. 2000a. Measurement error in research on the human resources and firm performance relationship: further evidence and analysis.”
- Back to the Future: Implications for the Field of HRM of the Multistakeholder Perspective Proposed 30 Years Ago (2015, background): “Even more useful has been the linkage with psychology (Nishii, Lepak, & Schneider, 2008), particularly in its rigorous approach to theory and methodology and the closely linked field of organizational behavior (Paauwe et al., 2013).”
- Conceptualising the future of HRM and technology research (2016, background): “It led, in a short space of time, to the adoption of a narrow focus on fi nancial performance indicators and to attempts to prove that HRM contributed to that fi rm performance (Guest, 1997; Paauwe et al., 2013).”
- Diversity management for all? An empirical analysis of diversity management outcomes across groups (2015, background): “These employee reactions to HR practices are affected by their perceptions of the practices implemented (Paauwe et al., 2013; Wright and Nishii, 2007).”
- Human resource practices, employee attitudes and small firm performance (2017, unknown): “For practice, and in contrast to the best practice view, we suggest that the appropriate choice of HR practices is likely to depend on specific organisational factors, and that the development of a successful HRM strategy should take these factors into account (Katou and Budhwar, 2006; Paauwe et al.”