Employees’ overall perception of HRM effectiveness

By Eunmi Chang. 2005

191 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/8f81bb905f7ccc9e2df7808ef92316ed51048227

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In Gender Studies

In Organizational Behavior and Human Resource Management

Citations in the corpus

Implementing Performance Appraisal: Exploring the Employee Experience (2013, background): “Bies and Moag (1986) examined the social side of justice, interactional justice, which focuses on employee perceptions of fairness of interpersonal treatment received during implementation of processes (Chang, 2005).”
Cross-level effects of high-performance work practices on burnout: Two counteracting mediating mechanisms compared (2009, background): “HPWPs function as a management vehicle that carries a consistent signal to employees (Rousseau, 2001) Consistent procedures like HPWPs are, therefore, associated with procedural justice: the perceived justice of the process (Chang, 2005; Cropanzano and Ambrose, 2001).”
Employees' perceptions of high-performance work systems and innovative behaviour: The role of exploratory learning (2017, background): “Chang (2005) defines employees' perceptions of HRM practices as the expression of the beliefs an employee experiences about these practices in an organisation.”
High commitment performance management: the roles of justice and trust (2011, background): “Whereas procedural justice focuses on the fairness of procedures relating an employee to an organization, interactional justice focuses on the interpersonal treatment employees receive from their managers during these procedures (Chang, 2005).”
Older workers motivation to continue to work: five meanings of age: A conceptual review (2008, background): “76) have been found between age and organization or job tenure (Chang, 2005; Gordon et al., 1986; Ng et al., 2006). Furthermore, some studies point to the interrelatedness of the other conceptualizations of age. For example, Wahlin et al. (2006) found that both self-rated health and objective biolog”
The Role of Procedural Justice and Power Distance in the Relationship Between High Performance Work Systems and Employee Attitudes: A Multilevel Perspective (2009, background): “In line with a growing number of research studies examining employee-rated HPWS (i.e., Chang, 2005; Kuvaas, 2008; Robert et al., 2000; Takeuchi et al., 2007), we assessed employee perceptions of HPWS in the present study.”