Editorial introduction: progressing our understanding of the mediating variables linking HRM, employee well‐being and organisational performance

By Peter Boxall, James P. Guthrie, J. Paauwe. 2016

157 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/aa99cf24dc5e976ad813a623bab6b6a63733eb07

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In General Health Professions

1. V. Khoreva
2. Asta Savaneviciene
3. Heidi Wechtler
4. Ž. Stankevičiūtė

In Organizational Behavior and Human Resource Management

1. V. Khoreva
2. Asta Savaneviciene
3. Heidi Wechtler
4. Ž. Stankevičiūtė

In Sociology and Political Science

1. V. Khoreva
2. Asta Savaneviciene
3. Heidi Wechtler
4. Ž. Stankevičiūtė

Citations in the corpus

• Designing Sustainable HRM: The Core Characteristics of Emerging Field (2018, methodology): “Second, analyzing the pathways through which HRM affect organizational performance, employee well-being is mainly treated as a mediator between HRM and performance [10].”
• HR practices and employee performance: the mediating role of well-being (2018, methodology): “Most of the psychological and social processes involved in HRM need to be assessed by employees themselves (Boxall et al., 2016).”