The link between perceived HRM practices, performance and well‐being: The moderating effect of trust in the employer.

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HR practices and employee performance: the mediating role of well-being (2018, background): “For instance, Alfes et al. (2012) claimed that HR practices may positively influence employee commitment, satisfaction and trust but at the expense of amplified stress levels amongst employees.”
Employee performance, well‐being, and differential effects of human resource management subdimensions: Mutual gains or conflicting outcomes? (2018, background): “Researchers have further suggested that employees’ actual perceptions of HRM systems are more proximal to employees’ workplace behaviours, and therefore better determinants of their performance (Alfes et al., 2012; Alfes et al., 2013; Jiang et al., 2017).”
Testing the mediation effect of person–organization fit on the relationship between high performance HR practices and employee outcomes in the Egyptian public sector (2014, background): “Similarly, Boselie (2010) and Boon et al. (2011) found that HPHRP positively affected OCBs of Dutch employees, as too did Kehoe and Wright (2013) in the USA, and Snape and Redman (2010) and Alfes et al. (2012) in England.”