How Does Human Resource Management Influence Organizational Outcomes? A Meta-analytic Investigation of Mediating Mechanisms

By Kaifeng Jiang, David P. Lepak, Jia Hu, J. Baer. 2012

2,383 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/9d5897c7783e04e278badf8f948c340c5dd73f9b

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In Applied Psychology

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Skilled migrants' career capital as a source of competitive advantage: implications for strategic HRM (2015, background): “As all research in the domain of SHRM, the implementation stage and the mediating and/ or moderating aspect of the HR processes is a critical step in allowing the type of resources to be converted into measurable source of competitive advantage (e.g. Jiang et al., 2012).”
Team Manager’s Implementation, High Performance Work Systems Intensity, and Performance: A Multilevel Investigation (2018, background): “Although the link between HPWS and performance is generally recognized (Combs et al., 2006; Jiang et al., 2012; Subramony, 2009), some skepticism still lingers about how effective HPWS truly is in enhancing performance (Paauwe, Wright, & Guest, 2013).”
A Road Well Traveled: The Past, Present, and Future Journey of Strategic Human Resource Management (2017, background): “For instance, almost every study examining the relationship between HR and performance (see also Huselid 1995, Jiang et al. 2012, Messersmith et al. 2011) refers to the RBV as at least a partial basis for exploring why this relationship should exist.”
Human resource practices, employee attitudes and small firm performance (2017, background): “However, Jiang et al. (2012) also find differential effects of the three dimensions, and challenge the assumption that all HR practices in an HR system function in the same way.”
Employee performance, well‐being, and differential effects of human resource management subdimensions: Mutual gains or conflicting outcomes? (2018, methodology): “Drawing on these fundamental ideas, some studies (e.g., Jiang et al., 2012; Subramony, 2009) have shown evidence that these three subdimensions of HRM systems influence organizational outcomes differently.”
Leadership, job crafting, and employee health and performance (2018, background): “Employees’ health and performance are positively related to organizational productivity (Grossmeier et al., 2016; Huselid, 1995; Jiang et al., 2012).”