High-performance work systems and occupational safety.

By Anthea Zacharatos, Julian Barling, Roderick D. Iverson. Journal of Applied Psychology, 2005

919 citations recorded by the source corpus.

Subfields: General Health Professions, Radiological and Ultrasound Technology, Statistics and Probability

View Paper: https://www.semanticscholar.org/paper/ccb6d68b3bb99251abd47467c2b295736c1bd80b

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Citations in the corpus

HRM Practices, Organizational Citizenship Behaviour, and Performance: A Multi-Level Analysis (2010, positive): “job satisfaction, and employee turnover is mediated by perceived organizational support, whilst Zacharatos et al. (2005) show that a ‘high-performance work system’ is associated with trust in management and safety climate, which mediate relationships with personal”
The relationship between ‘high-performance work practices’ and employee attitudes: an investigation of additive and interaction effects (2007, background): “( 2005 ) found that trust in management mediated the relationship.”
STRATEGIC HUMAN RESOURCE MANAGEMENT IN SERVICE CONTEXT: TAKING CARE OF BUSINESS BY TAKING CARE OF EMPLOYEES AND CUSTOMERS (2010, methodology): “, Batt, 2002; Liao & Chuang, 2004; Liao, Toya, Lepak, & Hong, 2009; Sun, Aryee, & Law, 2007), previous studies examining the HR practices-organizational performance relationship have mainly focused on blue-collar workers in manufacturing plants (e.g., Arthur, 1994; MacDuffie, 1995; Youndt, Snell, De”
Spotlight on Age‐Diversity Climate: The Impact of Age‐Inclusive HR Practices on Firm‐Level Outcomes (2013, background): “In the past decade, theoretical and empirical research has proposed and demonstrated a positive association between well-developed HR practices and organizational performance (Arthur, 1994; Becker & Huselid, 1998; Huselid, 1995; Zacharatos, Barling, & Iverson, 2005).”
Ethical Climates and Workplace Safety Behaviors: An Empirical Investigation (2008, methodology): “To assess the incidence of injuries, accepted practice in the literature were followed (Zacharatos et al., 2005).”
Not All Followers Socially Learn from Ethical Leaders: The Roles of Followers’ Moral Identity and Leader Identification in the Ethical Leadership Process (2019, methodology): “The inability to calculate a response rate in such methods is not uncommon in management research (e.g., Liao and Chuang 2004; Shockley and Allen 2013; Zacharatos et al. 2005).”
Strategic HRM in North America: looking to the future (2008, neutral): “Closely related studies have examined relevant organizational outcomes such as accident rates (Shaw, Gupta and Delery 2002; Zacharatos, Barling and Iverson 2005 ), turnover (e.”
Organizational violence and aggression: Development of the three-factor Violence Climate Survey (2008, background): “Following Zohar and Luria (2005), we argue that violence climate should include items assessing both formal policies and actual practices concerning the control of physical violence and verbal aggression at work.”
Do they see eye to eye? Management and employee perspectives of high-performance work systems and influence processes on service quality. (2009, methodology): “We dropped selective hiring, which was included in Zacharatos et al. (2005), because the bank has centralized staffing at the headquarters and thus the branches do not hire their own employees.”
Team Manager’s Implementation, High Performance Work Systems Intensity, and Performance: A Multilevel Investigation (2018, background): “So far, HPWS research has focused on unlocking the black box that leads to expected performance outcomes (e.g., Boxall et al., 2011; Zacharatos et al., 2005), while studies examining the role of line managers have created a separate research stream (e.g., Gilbert et al., 2011; Purcell & Hutchinson,…”