ARE THE 100 BEST BETTER? AN EMPIRICAL INVESTIGATION OF THE RELATIONSHIP BETWEEN BEING A “GREAT PLACE TO WORK” AND FIRM PERFORMANCE

By I. Fulmer, B. Gerhart, K. Scott. 2003

476 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/919bd2d05511e8ae91608831437024bac2a5f909

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Citations in the corpus

Satisfaction with HR practices and commitment to the organisation: why one size does not fit all (2005, background): “There is also a linkage at the organisational level in a not-forprofit sample (Ostroff, 1992) and, more recently, in a longitudinal study of for-profit firms’ (Fulmer et al, 2003).”
Aligning employees with the organization's strategic objectives: out of ‘line of sight’, out of mind (2006, result): “This is consistent with other recent research suggesting we need a better understanding of the role of employees in linking HRM to firm outcomes (e.g. Delery and Shaw, 2001; Fulmer et al., 2003; Wright and Boswell, 2002).”
THE RELATIONSHIP BETWEEN HR PRACTICES AND FIRM PERFORMANCE: EXAMINING CAUSAL ORDER (2005, background): “Finally, Fulmer, Gerhart, and Scott (2003) examined the question of if the “100 Best Companies to Work For” are actually better performers.”
Human resource management systems and firm performance (2010, background): “Huselid (1995) demonstrated convincingly too that human resource management practices known as high-performance workplace practices (HPWP) (e.”
The Resource-Based View of the Firm, Human Resources, and Human Capital: Progress and Prospects (2021, background): “Motivation, which, along with opportunity, determines how well skill translates into value creation, may be a good candidate to satisfy RBV tests (see, e.g., Southwest again or other companies with uniquely high workforce motivation or affect; Fulmer et al., 2003).”
The Link Between Job Satisfaction and Firm Value, With Implications for Corporate Social Responsibility (2012, unknown): “Fulmer, Gerhart, and Scott (2003) found that returns between 1995 and 2000 to the Best Companies in the 1998 list did not outperform those of their peers.”
6 Pay and Performance: Individuals, Groups, and Executives (2009, result): “This finding—that serving multiple stakeholders can ultimately benefit shareholders—is consistent with evidence on the positive relationship between good employee relations and financial performance (Fulmer, Gerhart, & Scott, 2003 ) and with the finding that corporate social performance and financi”
Knowledge sharing, intellectual capital and firm performance (2014, background): “In an investigation of the relationship between being a ‘great place to work’ and firm performance, (Fulmer et al., 2006) found that companies in the 100 Best Companies to Work for in America list tended to enjoy not only positive workforce attitudes, but also better financial performance than compa”
5 Turnover and Retention Research: A Glance at the Past, a Closer Review of the Present, and a Venture into the Future (2008, unknown): “In response, managers have implemented human resources policies and practices to actively reduce avoidable and undesirable turnover (Fulmer, Gerhart, & Scott, 2003 ; Hom, Roberson, & Ellis, 2008 ; Kacmar, Andrews, Van Rooy, Steilberg, & Cerrone, 2006 ; Michaels, Handfield‐Jones, & Axelrod, 2001 ”
Work environment and atmosphere: The role of organizational support in the creativity performance of tourism and hospitality organizations (2015, unknown): “Researchers have suggested that care must be taken when examining mediated models because the work environment or social climate within a workplace may drive organizational performance given the different situations that companies face (Collins and Smith, 2006; Fulmer et al., 2003).”
Who will be committed to an organization that provides support for employee development (2008, background): “magazine's list of top 100 best companies for which to work) is related not only to more satisfying and fulfilling work lives of employees, but also to improved financial performance by the organizations ( Fulmer et al. , 2003”