Innovative human resource practices and organizational commitment: an empirical investigation

By Tanuja Agarwala. 2003

383 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/87354a3a731637d970755885f8bf4753e732c643

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

HR professionals' views on work motivation and retention of older workers: a focus group study (2008, neutral): “human resource practices (HRPs) ( Agarwala, 2003; Griffeth, Hom, & Gaertner,”
The impact of individual and shared employee perceptions of HRM on affective commitment: Considering climate strength (2008, background): “For instance, Benkhoff (1997) and Agarwala (2003) found a positive relationship between high commitment HRM and affective commitment of employees.”
Employees' perceptions of high-performance work systems and innovative behaviour: The role of exploratory learning (2017, methodology): “When relating perceptions to HR practices, authors such as Agarwala (2003) or Alfes et al. (2013) highlighted that there are few studies analysing how individuals experience the interventions suggested by HRM.”
The influence of human resource management on knowledge sharing and innovation in Spain: the mediating role of affective commitment (2011, background): “On the other hand, high-involvement HRM practices, which emphasize mutual long-term exchange relationships, represent a more innovative perspective (Arthur 1992 ; Tsui, Pearce, Porter and Hite 1995 ; Agarwala 2003 ; Collins and Smith 2006 ).”
Predictors of organizational commitment in India: strategic HR roles, organizational learning capability and psychological empowerment (2007, background): “Some studies have focused on the linkage of innovative human resource practices and organizational commitment, (Agarwala, 2003).”
How Does Human Resource Management Influence Organizational Outcomes? A Meta-analytic Investigation of Mediating Mechanisms (2012, background): “…not include studies that investigated individual-level relationships between employee-perceived HR practices/systems and individual outcomes (e.g., Agarwala, 2003; Barling, Kelloway, & Iverson, 2003) or cross-level relationships between organization-level HR practices and individual-level…”
The Indian perspective of strategic HR roles and organizational learning capability (2005, background): “In India too, the research has been on the HR practices and firm performance framework (Kandula, 2002; Singh, 2003a, 2003b), while Agarwala (2003) focuses on innovative HR practices and organizational commitment.”
Human capital development and its impact on firm performance: Evidence from developmental economics (2009, background): “At a glance, substantial studies were carried out on human capital and their implications on firm performance were widely covered and obviously, human capital enhancement will result in greater competitiveness and performance (Agarwala, 2003; Guthrie et al., 2002).”
Impact of knowledge oriented leadership on knowledge management behaviour through employee work attitudes (2019, positive): “There are empirical evidences which show the role of commitment as a mechanism through which leaders and mangers achieve the desired outcomes, hence providing the justifications for the mediating role of commitment (Agarwala, 2003).”
Predicting TUrnover Intentions of Hotel Employees: The Influence of Employee Development Human Resource Management Practices and Trust in Organization (2006, result): “Moreover, from previous studies (Agarwala 2003; Dirks and Ferrin 2002; Konovsky and Pugh 1994; Whitener 2001), empirical evidence on the mediating role of trust in organization on the relationship between HRM practices and turnover intentions is still not forthcoming.”
Strategic HRM as process: how HR system and organizational climate strength influence Chinese employee attitudes (2011, background): “HPWS, like high-commitment Human Resource Management (HRM) (Benkhoff 1997; Agarwala 2003) and highinvolvement work systems (Xiao and Bjorkman 2006; Macky and Boxall 2008), assumes that various types of HR practices interact to improve employees’ work attitudes, ultimately contributing to positive…”
Clarifying the construct of human resource systems: Relating human resource management to employee performance (2012, background): “Agarwala (2003) discussed innovative HR practices which aim to help companies adapt to changes by facilitating innovation through the HRM function.”