How high-commitment hrm relates to engagement and commitment: : the moderating role of task proficiency
By Corine Boon, K. Kalshoven. 2014
219 citations recorded by the source corpus.
Subfields: General Health Professions, Organizational Behavior and Human Resource Management, Social Psychology
View Paper: https://www.semanticscholar.org/paper/b07124f120380852d4b29ab93f02c75883b4452d
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In General Health Professions
In Organizational Behavior and Human Resource Management
In Social Psychology
Citations in the corpus
- What Is a Resource: Toward a Taxonomy of Resources for Employee Engagement (2020, background): “As the term resources was generic and used to encompass individual elements such as objects, energies, conditions, and personal characteristics (see Boon & Kalshoven, 2014; Schaufeli, Bakker, & Van Rhenen, 2009), this term came across as overused, lacking depth, and missing any distinguishing…”
- A lifespan perspective for understanding career self-management and satisfaction: The role of developmental human resource practices and organizational support (2018, background): “…developmental HR practices as useful resources for generating career satisfaction, both HR and line managers in the organization need to clearly and consistently communicate to everyone in the organization detailed information about the company’s development HR practices (Boon and Kalshoven, 2014).”
- Multiple levels in job demands-resources theory: implications for employee well-being and performance (2018, unknown): “Boon and Kalshoven (2014) found that highcommitment HR practices (number 1) such as continuous training, high job security, empowerment, job rotation, a focus on learning and developmental feedback, variable pay, and an extensive benefits package were positively related to work engagement and organi”
- The potential role of mindsets in unleashing employee engagement (2015, unknown): “…such as continuous training, high job security, development opportunities, career management, job rotation, and extensive benefits packages (Alfes, Truss, Soane, Rees, & Gatenby, 2013), particularly among employees with low task proficiency regarding their work role (Boon & Kalshoven, 2014).”
- Is coworker feedback more important than supervisor feedback for increasing innovative behavior? (2019, unknown): “…vigor when they have high levels of resilience in difficult situations; shows absorption by being immersed in their work such that time passes quickly; and shows dedication by being deeply involved in their work (Boon & Kalshoven, 2014; Schaufeli & Bakker, 2004; Shantz, Alfes, & Latham, 2016).”
- Reducing intentions to resist future change: Combined effects of commitment‐based HR practices and ethical leadership (2018, background): “This framework has also been related to high-performance work systems and high-involvement work systems, but differs in its core objective: it aims at the development of a psychological bond to the organization (Boon & Kalshoven, 2014).”
- How employees’ pro-activity translates high-commitment HRM systems into work engagement: the mediating role of job crafting (2018, methodology): “According to COR theory, organizational resources provided in the form of high-commitment HRM practices and individual resources such as knowledge and skills that follow from HRM practices are reinvested by employees through displaying work engagement (Boon & Kalshoven, 2014; Hobfoll, 2001b).”