HRM and performance: What's next?

By J. Paauwe, Paul Boselie. 2005

550 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/a9c4dd7ec33d6fc90577dca2de271f015d6e3793

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In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Is Leadership in the Eye of the Beholder?: A study of intended and perceived leadership strategies and organizational performance (2014, background): “However, intended practices will, due to implementation challenges, not necessarily transform into actual practices, and actual practices will be “perceived and interpreted subjectively by each employee” (Paauwe & Boselie, 2005; Wright & Nishii, 2007).”
HRM and Performance: Achievements, Methodological Issues and Prospects (2009, methodology): “There appears to be no consensus on the nature of HRM (Paauwe and Boselie, 2005, p. 69).”
Deconstructing AMO framework: a systematic review (2016, background): “In fact, many of the articles published after 2000 that explore the HRM-performance linkage use this theoretical framework either explicitly or implicitly (Boselie, Dietz & Boon, 2005; Ehrnrooth & Björkman, 2012; Hutchinson, 2013; Paauwe & Boselie, 2005).”
Human resource practices, employee attitudes and small firm performance (2017, unknown): “While there is now considerable evidence to support the notion that certain HR practices are associated with strong organisational performance (Paauwe and Boselie, 2005; Wall and Wood, 2005), the precise nature of such links remains unclear, or as Guest (2011:3) notes “ we are more knowledgeable…”
Organisational and psychological empowerment in the HRM‐performance linkage (2011, background): “Researchers disagree on their number and universal applicability (Paauwe and Boselie, 2005).”
HRD and HRM Perspectives on Organizational Performance (2013, background): “There is a lack of consensus on what constitutes HR systems or practices and how these individually or as a combination define the construct of HRM (Paauwe & Boselie, 2005).”
A literature review on HRM and innovation – taking stock and future directions (2017, methodology): “Boselie et al. (2005) found, in their review on HRM and performance, that the AMO framework is used in more than half of all articles published after 2000, whereas more than half of the papers using strategic contingency theory and RBV were published before 2000 (Paauwe & Boselie, 2005).”
HR flexibility and firm performance: analysis of a multi-level causal model (2009, background): “HR and consequential operational and financial outcomes that the HR systems produce are more likely to depend on what is perceived of the HR practices than on the practices per se (Pauuwe and Boselie 2005).”