HR practices, organizational climate and employee outcomes: evaluating social exchange relationships in local government

By J. Gould-Williams. 2007

322 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Public Administration, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/8c788f687fd5a56ca0073b2ecc353f45f81a4a9d

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In Organizational Behavior and Human Resource Management

In Public Administration

In Sociology and Political Science

Citations in the corpus

High-Performance Human Resource Practices and Employee Outcomes: The Mediating Role of Public Service Motivation (2015, unknown): “Public sector studies by Gould-Williams (2007), Boselie (2010 communicate relevant issues with employees.”
The influence of line managers and HR department on employees' affective commitment (2011, unknown): “2 well-being, which will cause employees to react with attitudes and behaviour that are beneficial to the organization (Gould-Williams, 2007; Gould-Williams & Davies, 2005; Hannah & Iverson, 2004; Paré & Tremblay, 2007; Whitener, 2001).”
The role of HRM practices, procedural justice, organizational support and trust in organizational commitment and in-role and extra-role performance (2010, background): “This literature review shows that the effect of HRM practices on attitudes and extra-role behaviors is attracting growing attention, as are the links between these mechanisms and social exchange theory (Zellars and Tepper 2003 ; Gould-Williams 2007 ).”
The impact of employee perceptions of training on organizational commitment and turnover intentions: a study of multinationals in the Chinese service sector (2011, background): “There is a growing consensus that HRM practices influence employee attitudes and workrelated behaviour (Allen et al., 2003; Gould-Williams, 2007).”
Organizational commitment in Chinese small- and medium-sized enterprises: the role of extrinsic, intrinsic and social rewards (2012, background): “Social exchange is initiated by organizations when they indicate their willingness to care for employee interests (Gould-Williams 2007).”
The relationship between high‐commitment HRM and knowledge‐sharing behavior and its mediators (2011, methodology): “Based on prior research (Tyler, 2003; Gould-Williams, 2007), trust is significantly related to extra-role behavior.”
Employee work–life balance outcomes in Ireland: a multilevel investigation of supervisory support and perceived organizational support (2013, background): “There is growing evidence that employees' work attitudes, perceptions and behaviours are impacted and affected by an organization's human resource management practices operating at the HR department/director level (Huselid 1995 ; Wayne, Shore and Liden 1997 ; Whitener 2001 ; Renwick 2003 ; Shano”
Does Leadership Style Make a Difference? Linking HRM, Job Satisfaction, and Organizational Performance (2014, background): “To a large extent, positive employee outcomes depend on employees’ perceptions of how much the organization cares about their well-being and values their contributions (Gould-Williams, 2007; Vermeeren, Kuipers, & Steijn, 2011).”
HR practices and HRM outcomes: the role of basic need satisfaction (2012, background): “By consequence, more research is gradually focusing on the relationship between HRM and HRM outcomes (e.g. Gellatly et al., 2009; Gong et al., 2009; Gould-Williams, 2007; Kuvaas, 2008) and theoretical frameworks explaining this relationship have emerged.”
Diversity management for all? An empirical analysis of diversity management outcomes across groups (2015, methodology): “To explain the link of organizational investments in HR practices with how employees feel supported by the organization, the social exchange framework is often used (Aryee et al., 2002; Eisenberger et al., 1990; Gould-Williams, 2007).”
Human resource practices, employee attitudes and small firm performance (2017, unknown): “…the use of planned HR activities and interventions that attempt to shape employees’ perceptions of the nature of their employing organisation’s HRM strategy represents a desire on the part of the employer to develop and support high levels of job satisfaction and commitment (Gould-Williams, 2007).”
Developmental HRM, employee well-being and performance: the moderating role of developing leadership (2019, background): “Indeed, AOC is considered a typical reciprocal reaction from employees in response to a social exchange relationship (Gould-Williams, 2007; Van de Voorde and Beijer, 2015).”
The role of diversity practices and inclusion in promoting trust and employee engagement (2015, background): “Although progressive HR practices are typically considered to have a positive impact on employee and organizational outcomes, some theorists have questioned whether this is the case in all instances (Gould-Williams, 2007).”
How transformational leadership predicts employees’ affective commitment and performance (2018, background): “When employees perceive that an organization cares about their wellbeing and values their contributions (Gould-Williams, 2007; Vermeeren et al., 2011) and transformational leaders provide the necessary support to subordinates while attending to subordinates' unique developmental needs (Bass, 1998),…”