THE IMPACT OF HUMAN RESOURCE AND OPERATIONAL MANAGEMENT PRACTICES ON COMPANY PRODUCTIVITY: A LONGITUDINAL STUDY

By Kamaljit S. Birdi, C. Clegg, Malcolm Patterson, Andrew M Robinson, Chris Stride, Toby D. Wall, Stephen Wood. 2008

436 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/c2205be2dde1b87fe4dd33a939bc965ca140e4be

How researchers see this paper

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

In Management Information Systems

In Organizational Behavior and Human Resource Management

Citations in the corpus

Differential effects of empowering leadership on in-role and extra-role employee behaviors: Exploring the role of psychological empowerment and power values (2010, background): “Moreover, in a recent large-scale longitudinal study, Birdi et al. (2008) found that empowerment was the strongest predictor of organizational productivity among the seven management practices examined.”
Exploring linkages among transformational leadership, workplace spirituality and well-being in health care workers (2011, methodology): “0 (Birdi et al. 2008) and first constructed a baseline model for each of the four dependent variables against which to assess the contribution of the predictors.”
Training and Performance: The Mediating Role of Organizational Learning (2014, background): “In general, their ndings show that training has a positive effect on producivity (Barron and Berger, 1999; Aragon et al., 2003; Faems t al., 2005; Birdi et al., 2008), sales growth (Huselid, 1995; arrett and O’Connell, 2001), employees’ salaries (Bartel, 994; Lengermann, 1996) and quality (Murray…”
Supervisor-nurse relationships, teamwork, role ambiguity and well-being: public versus private sector nurses (2011, positive): “High quality LMX also promotes knowledge-sharing and participation in decision-making within teams (Birdi et al 2008), likely decreasing role ambiguity associated with reduced levels of ‘near-misses’ and/or harmful errors (Dawson, West and Yan 2008).”
Self-Leadership: A Multilevel Review (2011, background): “Productivity/quality (+) + Birdi et al. (2008) + Frayne and Geringer (2000) (+, Ø) + Stewart and Barrick (2000) + Cohen and Ledford (1994) + Millikin, Hom, and Manz (in press) Ø Devaro (2006) Creativity * * No studies available (+) + DeDreu and West (2001) Self-efficacy (+) + Prussia, Anderson, and ”
Never Too Much? The Curvilinear Relationship Between Empowering Leadership and Task Performance (2017, neutral): “Existing research has investigated the relationship between empowerment and important work-related outcomes (Birdi et al., 2008; Chen, Kirkman, Kanfer, Allen, & Rosen, 2007; Niehoff, Moorman, Blakely, & Fuller, 2001; Sparrowe, 1994).”
High-Performance Work Systems and Job Control (2013, background): “Several studies have begun to examine the longitudinal effects of HR practices on business performance (Birdi et al., 2008; Ployhart, Weekley, & Ramsey, 2009), yet given the effects of employee stress and health on productivity (Tetrick, Perrewe, & Griffin, 2010), this is an important area for futur”
Empowerment—Fad or Fab? A Multilevel Review of the Past Two Decades of Research (2012, background): “…from the SHRM heritage have adopted the structural view of empowerment, noting that it “entails the passing of considerable responsibility for operational management to individuals or teams, rather than keeping such decision making in the hands of line management” (Birdi et al., 2008: 471).”
EFFECTIVENESS OF TRAINING AND DEVELOPMENT ON EMPLOYEES' PERFORMANCE AND ORGANISATION COMPETITIVENESS IN THE NIGERIAN BANKING INDUSTRY (2014, background): “Training and development are indispensable strategic tools for effective individual and organisation performance, thus, organisation are spending money on it with confidence that it will earn them a competitive advantage in the world of business [31], [17], [48], [7] However, for any organisation to”
Advancing socio-technical systems thinking: a call for bravery. (2014, background): “For example, allowing employees the opportunity to resolve problems at source has been linked to a range of outcomes including increased productivity, motivation and wellbeing (Birdi et al., 2008; Grant et al., 2011).”
Performance Adaptation (2014, background): “Moreover, although there is some limited quantitative research (e.g., Birdi et al., 2008), much of this literature is based on anecdotal case studies and qualitative approaches (for reviews, see Alderfer, 1977; Armenakis & Bedeian, 1999; Beer & Walton, 1987; ford & foster-fishman, 2012; Oreg,…”