High-Performance Work Systems and Job Control

By Jaclyn M. Jensen, Pankaj C. Patel, Jake G. Messersmith. 2013

411 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/cc75ed241d8f288d93ff64fe4dbaf2ac30a8be4c

How researchers see this paper

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

In General Health Professions

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Understanding Employees’ Perceptions of Human Resource Practices: Effects of Demographic Dissimilarity to Managers and Coworkers (2017, background): “Their findings were echoed by other scholars who found significant relationship between HR practices reported by managers and perceived by employees (Aryee et al., 2012; Den Hartog et al., 2013; Jensen et al., 2013) as well as meaningful proportion of HR perceptions job satisfaction; O’Reilly & Cald”
High‐performance work system and employee performance: the mediating roles of social exchange and thriving and the moderating effect of employee proactive personality (2018, background): “Similarly, some researchers have used department supervisors to assess HPWS (Jensen et al., 2013; Pak & Kim, in press; Sikora et al., 2015).”
High-performance work system and intention to leave: a mediation model (2014, background): “…relationship between HPWS and intention to leave at employees’ level (e.g. Alfes et al. 2012; Boon et al. 2011; Guchait and Cho 2010; Jensen et al. 2011; Kehoe and Wright 2013), what is growing in importance is ‘the question of possible mediating or moderating effects’ (Jensen et al. 2011, p. 6).”
Exploring the relationships between high involvement work system practices, work demands and emotional exhaustion: a multi-level study. (2018, methodology): “…recent stream of research found evidence that employee perceptions of work demands are indeed important to gain a better understanding of the relationship between enacted HR practices and employee outcomes (i.e. Jensen et al., 2013; Kroon et al., 2009; Ramsay et al., 2000; Wood & de Menezes, 2011).”
Developmental HRM, employee well-being and performance: the moderating role of developing leadership (2019, background): “Because organizational performance is influenced by many other intervening variables, apart from wellbeing, former studies may have under or overestimated effects of HR practices and well-being on performance (Jensen et al., 2013).”
The relationship between perceived training and development and employee retention: the mediating role of work attitudes (2018, background): “Indeed, studies have found that job anxiety is positively related to turnover intentions (e.g. Jensen et al, 2013).”