Bridging Micro and Macro Domains: Workforce Differentiation and Strategic Human Resource Management

By Mark A. Huselid, B. Becker. 2011

419 citations recorded by the source corpus.

Subfields: Accounting, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/bcc48bbc4784e093ee07e49cb325e740be3e1012

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Citations in the corpus

Resource-Based Perspectives on Unit-Level Human Capital (2014, neutral): “…way, scholars are interested in understanding how HRM initiatives affect the unit’s HCR, which, in turn, influences unit-level performance (Bowen & Ostroff, 2004; Cappelli & Sherer, 1991; Gerhart, 2005; Huselid & Becker, 2011; Lepak, Liao, Chung, & Harden, 2006; Maltarich, Nyberg, & Reilly, 2010).”
The role of perceived organizational justice in shaping the outcomes of talent management: A research agenda (2013, background): “Third, as a response to the call by Huselid and Becker (2011) for more empirical research on workforce differentiation's effect on individuals, we explore its impact on employees' perceptions of organizational justice and, in turn, on employee outcomes.”
High-Performance Work Systems and Job Control (2013, background): “Recently, Huselid and Becker (2011) reviewed the growing number of studies that assess recognition, perception, and effects of HPWS on individual employees.”
Talent management and organisational justice: employee reactions to high potential identification (2014, background): “The result is that talent management positively affects the reactions of this selective group of high potentials (Huselid and Becker, 2011), while there may be no or even a negative impact among the people who are excluded from the talent management practices (i.”
Managing people in organizations: Integrating the study of HRM and leadership (2018, background): “This special issue follows prior calls to bridge more micro and more macro views of managing people in organizations (Coff and Kryscynski, 2011; Huselid and Becker, 2011; Ployhart and Moliterno, 2011).”
The Application of the Multilevel Paradigm in Human Resource Management–Outcomes Research: Taking Stock and Going Forward (2019, background): “…importance and contribution of the group to the organization but also on the occupational composition of the group and its position in the functional and hierarchical division of labor of the organization (Buller & McEvoy, 2012; Huselid & Becker, 2011; Lepak & Snell, 2002; Ostroff & Bowen, 2000).”
Corporate Social Responsibility and Firm Financial Performance: The Mediating Role of Productivity (2016, background): “2014; Turban and Greening 1996), have lower absenteeism rates (Gellatly 1995), and have lower voluntary turnover rates (Huselid and Becker 2011; Somers 1995).”