The Role of Procedural Justice and Power Distance in the Relationship Between High Performance Work Systems and Employee Attitudes: A Multilevel Perspective

By Pei-Chuan Wu, Sankalp Chaturvedi. 2009

239 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/a0e1d832fbdd0cfa6de719fbcd80560e0de5f849

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In Management Information Systems

In Organizational Behavior and Human Resource Management

Citations in the corpus

HRM Practices, Organizational Citizenship Behaviour, and Performance: A Multi-Level Analysis (2010, unknown): “There are a small number of multi-level studies of HRM (Holman et al., 2009; Liao and Chuang, 2004; Sun et al., 2007; Takeuchi et al., 2009; Whitener, 2001; Wu and Chaturvedi, 2009).”
The Application of the Multilevel Paradigm in Human Resource Management–Outcomes Research: Taking Stock and Going Forward (2019, background): “…exchange and self-determination theory (Kehoe & Wright, 2013; Shin, Jeong, & Bae, in press), to organizational justice theory (Kroon, Van de Voorde, & Van Veldhoven, 2009; Wu & Chaturvedi, 2009), to empowerment and climate theory (Oppenauer & Van De Voorde, in press; Takeuchi, Chen, & Lepak, 2009).”
Exploring the relationships between high involvement work system practices, work demands and emotional exhaustion: a multi-level study. (2018, background): “It might be that the enactment of HIWS by line management differs among countries due to power distance (Hofstede, 1993; Wu & Chaturvedi, 2009).”
Cross-level effects of high-performance work Systems (HPWS) and employee wellbeing: the mediating effect of organisational justice (2016, background): “voice via employees’ suggestions and opinions (Wu and Chaturvedi, 2009).”
The influence of line managers and HR department on employees' affective commitment (2011, unknown): “One of the factors that contribute to such a supportive work environment is the effective execution of HR practices by the line manager (Meyer and Smith 2000 ; Macky and Boxall 2007 ; Wu and Chaturvedi 2009 ).”
Unlocking the black box: exploring the link between high-performance work systems and performance. (2011, background): “This finding echoes previous studies that have found direct or indirect effects between models of HPWS and levels of employee job satisfaction (Guest, 1999; Takeuchi et al., 2009; Vandenberg, Richardson, & Eastman, 1999; Wu & Chaturvedi, 2009).”
High-performance work system and intention to leave: a mediation model (2014, methodology): “In this case, all the constructs should be self-reported; hence, this is the procedure used in those few existing studies on the effect of HPWS on employees’ attitudes (e.g. Wu and Chaturvedi 2009) and on the intention to leave/remain (e.g. Guchait and Cho 2010; Kehoe and Wright 2013).”