A model of high performance work practices and turnover intentions

By Roberto Luna-Arocas, Joaquín Camps. 2007

252 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/985e61d34d2d0d5ef3d15b297ea1d756ca17dbdf

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In Organizational Behavior and Human Resource Management

Citations in the corpus

The influence of spiritual leadership on quality of work life, job satisfaction and organizational citizenship behavior (2018, background): “…culture; by West and Bocarnea (2008) on service leadership and organizational commitment and job satisfaction that find significant relation between the variables; and by Arocas and Camps (2008) that find payroll strategy and job enrichment strategy have positive relations with job satisfaction.”
Measuring the impact of HRM on organizational performance (2008, background): “SEM is effective when testing models that are path analytic with mediating variables, and include latent constructs that are being measured with multiple items (Luna-Arocas & Camps, 2008).”
The Gender Pay Gap: Challenging the Rationalizations. Perceived Equity, Discrimination, and the Limits of Human Capital Models (2012, background): “It is well-documented that workers offered lower pay and fewer opportunities to advance are less motivated and less likely than more highly-rewarded workers to remain attached to their positions (e.g., Frederico et al. 1976; Luna-Arocas and Camps 2008).”
The relationships amongst leader-member exchange, perceived organizational support, affective commitment, and in-role performance: a social-exchange perspective (2014, background): “The manner in which an organization designs jobs can influence the development of affective commitment to the organization as autonomy (Currivan, 1999) and job enrichment (Luna-Arocas and Camps, 2008) have been shown to be positively related to affective commitment.”
Talent management, talent mindset competency and job performance: the mediating role of job satisfaction (2015, background): “The proposed model suggests the use of specific practices that develop satisfaction and commitment as an intermediate step to reduced turnover intentions (Luna-Arocas and Camps, 2008).”