Human resource management: when research confronts theory

By D. Guest. 2001

361 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/b289b7fc1a5fa40e8d3337c31a892453aa570fa2

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Citations in the corpus

Institutional theory and MNC subsidiary HRM practices: evidence from a three-country study (2007, background): “However, this body of work has recently been put under considerable scrutiny (Gardner et al., 2001; Guest, 2001; Truss, 2001; Wall and Wood, 2005).”
Causal relationship between HRM policies and organisational performance: Evidence from the Greek manufacturing sector (2010, methodology): “However, although many authors seek to count the number of HRM policies in place of each HRM policies domain (Guest, 2001), a crucial question raised is ‘‘whether it is people who cause higher performance, or it is high-performing firms that afford people management’’.”
The linkage between HRM, CSR and performance outcomes (2012, background): “and higher organisational commitment (Addison and Belfield, 2001; Guest, 2001; Batt, 2002; Wright et al., 2003).”
Training and Performance: The Mediating Role of Organizational Learning (2014, methodology): “For instance, Guest (2001) considrs the implementation of any HRM practice requires of the ppropriate time lag before it and that ‘‘it may be quite a ong time’’.”
Opening the black box of the relationship between HRM practices and firm performance: A comparison of MNE subsidiaries in the USA, Finland, and Russia (2009, methodology): “Recently this line of research has received some criticism (e.g., Boselie, Dietz, & Boon, 2005; Gerhart, 2005; Guest, 2001; Truss, 2001) concern-”
Training and business performance: the Spanish case (2005, methodology): “Together with this fact, we should wonder whether or not it would be advisable to complement empirical studies developed with the case method as Guest ( 2001 ) suggests, since this methodology would make it possible to make deeper true interconnections and cause–effect relationships at intermediate ”
Measuring the impact of HRM on organizational performance (2008, methodology): “It also partially supports Guest (2001) for satisfaction and commitment and Boselie et al.(2001) for satisfaction and motivation.”
The Effect of Strategic Human Resource Management on Organizational Performance: The Mediating Role of High‐Performance Human Resource Practices (2013, background): “In doing so, we aimed to balance emphasis on objective measurement and expert judgment in order to be comprehensive in our measurement of practices while minimizing the risks that personal judgment would reduce the reliability of our measurements (Guest, 2001).”
Strategic human resource management: integrating the universalistic, contingent, configurational and contextual perspectives (2005, background): “Furthermore, it is necessary to consider that the survival of the organization in the long term is conditioned by the confluence of the interests of many different stakeholders (Bühner, 1997; Rogers and Wright, 1998; Gerhart, 1999; Guest, 2001).”
Beyond Measuring the Human Resources Management-Organizational Performance Link: Applying Critical Realist Meta-Theory (2006, background): “Although some of the more sophisticated empirical researchers (Guest, 1997, 2001; Boselie et al., 2005) are aware of the lack of theory, even if they under-estimate the scale of the problem, the lack of explanation remains totally unrecognized.”
Human Resource Management, Corporate Performance and Employee Wellbeing: Building the Worker into HRM (2002, methodology): “There is still no consensus in the literature about what we mean by HRM (Guest 2001).”
High-involvement practices and performance of French firms (2004, methodology): “Thus, a company willing to involve employees will have to offer simultaneously more compensation, knowledge, power and information (Guest, 2001; Marchington and Grugulis, 2000).”
Unravelling the HRM-Performance Link: Value-Creating and Cost-Increasing Effects of Small Business HRM (2006, neutral): “Several authors (Becker et al., 1997; Dyer and Reeves, 1995; Guest, 2001; Huselid, 1995; Rogers and Wright, 1998) divide performance into several hierarchical levels, with performance at one level (e.”
A universalistic perspective for explaining the relationship between HRM practices and firm performance at different points in time (2006, background): “They suggested that comparing the managers' assessments of objective and subjective data might clarify the issue ( Guest, 2001”
Teamworking and organizational performance: A review of survey-based research (2008, background): “A distinction should be made between, on the one hand, decisions in organizations that lead to workplace change and, on June 2008 © 2007 The Authors 143 Journal compilation © 2008 Blackwell Publishing Ltd the other, decisions that have an impact on employment relations.”
Performance management: A model and research agenda (2004, background): “For example, Guest (2001) illustrates that theory-building as well as operationalising and measuring HRM, performance, and the relationship between them is still problematic.”