High-involvement work systems and performance outcomes: the strength of variable, contingent and context-bound relationships

By P. Edwards, Martyn Wright. 2001

220 citations recorded by the source corpus.

Subfields: General Health Professions, Public Administration, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/76b39b777f390687eb98fcebc33cbfa89c8fd92e

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In General Health Professions

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Citations in the corpus

Causality Between High-Performance Work Systems and Organizational Performance (2017, background): “In fact, researchers have not reached a consensus on what constitutes HPWS (Becker & Gerhart, 1996; Edwards & Wright, 2001; Harley, 2002).”
Satisfaction with HR practices and commitment to the organisation: why one size does not fit all (2005, methodology): “Extensive reviews are available elsewhere, for example: Becker and Gerhart (1996), Boslie et al (2005), Edwards and Wright (2001), Gerhart (2005), Guest (1997), Purcell (1999), Wall and Wood (2005) and Wright and Gardner (2004).”
Causal relationship between HRM policies and organisational performance: Evidence from the Greek manufacturing sector (2010, background): “Although in the discussion thus far we have implicitly assumed that HRM policies lead to performance, such a oneway line of causation may be unsatisfactory (Edwards and Wright, 2001).”
Human Resource Flexibility as a Mediating Variable Between High Performance Work Systems and Performance (2008, background): “…such as high commitment management (e.g., Arthur, 1994; Gallie, Felstead, & Green, 2001; Whitener, 2001), high involvement management (e.g., Edwards & Wright, 2001; Guthrie, 2001), or progressive human resource management (e.g., Cappelli & Newmark, 2001; Ichniowski, 1990), all of which…”
From pay to praise? Non-cash employee recognition in Canadian and Australian firms (2010, background): “It is perhaps most commonly represented as a managerial approach characterized by a combination of employee ‘empowerment’, two-way communication, job enrichment, and self-managing work teams (Huselid 1995; Ichniowksi, Shaw and Prennushi 1997; Lawler 1992; Levine 1995; MacDuffie 1995; Edwards and Wri”
The Indian perspective of strategic HR roles and organizational learning capability (2005, background): “organizational learning capabilities are nested in a context of a high involvement work systems (HIWS) (Edwards and Wright, 2001; Guest, 1997).”
Human resource management systems and organizational performance: a test of a mediating model in the Greek manufacturing context (2006, background): “Although most studies speak of HR practices leading to performance, such a one-way line of causation is unsatisfactory (Edwards and Wright, 2001).”