The relationship between ‘high-performance work practices’ and employee attitudes: an investigation of additive and interaction effects

By K. Macky, Peter Boxall. 2007

691 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/7e40d11d1dbdd7fd07893a8ed4f5596966549272

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In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

HRM practices and organizational commitment profiles (2008, methodology): “Our decision to consider HRM practices from the perspective of the individual employee was based on the opinion that employees are in the best position to describe their actual employment relationships and the management practices in use (Guest 2002 ; Wright, Gardner, Moynihan and Allen 2005 ; Mac”
How employees’ pro-activity translates high-commitment HRM systems into work engagement: the mediating role of job crafting (2018, neutral): “…resource management; job crafting; work engagement; employee perceptions; conservation of resources theory CONTACT Jeroen meijerink j.g.meijerink@utwente.nl Den Hartog, Boon, Verburg, & Croon, 2013; Gould-Williams, 2004; Kehoe & Wright, 2013; Macky & Boxall, 2007; Takeuchi, Chen, & Lepak, 2009).”
Flexible working and happiness in the NHS (2011, methodology): “, 2000), motivation (Guest, 1998; Paauwe and Richardson, 1997) and trust (Macky and Boxall, 2007).”
Mapping the relationships between high-performance work systems, employee resilience and engagement: a study of the banking industry in China (2019, background): “…complementary HR practices which include flexible job assignments, rigorous selection process, extensive training and development, developmental and merit-based performance appraisal, competitive compensation and extensive benefits (Macky & Boxall, 2007; Takeuchi, Lepak, Wang, & Takeuchi, 2007).”
Employees' perceptions of high-performance work systems and innovative behaviour: The role of exploratory learning (2017, background): “However, specialised literature draws attention to the analysis of the effects of HPWSs on employees' behaviour (Grant & Shields, 2002; Kehoe & Wright, 2013; Macky & Boxall, 2007).”
High performance work practices, employee outcomes and organizational performance: a 2-1-2 multilevel mediation analysis (2018, background): “Moreover, individual components of HPWP may each have varying positive and/or negative effects on employee outcomes, but their combined use may override some of the negative effects to create an overall positive influence on employees (Macky & Boxall, 2007).”
The Whole Is More Than the Sum of Its Parts— Or Is It? A Review of the Empirical Literature on Complementarities in Organizations (2010, background): “…and describes factors “that will determine with what skills, values, and knowledge the organization member undertakes his work” (Simon, 1945: 46), such as recruitment criteria (Cozzarin & Percival, 2006; Horgan & Mühlau, 2006) or the promotion practices considered as fair (Macky & Boxall, 2007).”
Flexible Working and Performance: A Systematic Review of the Evidence for a Business Case (2011, neutral): “Potential mediators, with the exceptions of job satisfaction or commitment, were rarely investigated as is the case in the wider HRM and performance literature (Harley et al. 2007; Macky and Boxall 2007, 2008; Mohr and Zoghi 2008; Takeuchi et al. 2009).”
Developmental HRM, employee well-being and performance: the moderating role of developing leadership (2019, methodology): “Following previous research (e.g., Macky and Boxall, 2007), we calculated z-scores for each practice to account for the different response formats and combined them into an HR-index (i.e., the higher the score, the more HR practices are present) which was added as a control variable.”
Workplace contextual supports for LGBT employees: A review, meta‐analysis, and agenda for future research (2018, background): “One mechanism by which these performance-enhancing effects occur is via the impact of policies and practices on employee attitudes and behaviors (Gould-Williams, 2003; Kehoe & Wright, 2013; Macky & Boxall, 2007; Posthuma, Campion, Masimova, & Campion, 2013).”
Toward a More Comprehensive Model of Firms’ Human Capital Rents (2017, background): “This concern about SHRM research has been expressed by anumberof observers (e.g., Barney&Wright, 1998; Macky & Boxall, 2007).”