The relationship between perceptions of HR practices and employee outcomes: examining the role of person–organisation and person–job fit

By Corine Boon, Deanne N. den Hartog, Paul Boselie, J. Paauwe. 2011

489 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/cd701e4eef06a57da7ade81ccf7a9de9bdeadc83

How researchers see this paper

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

In Gender Studies

1. J. Gould-Williams
2. A. Mostafa
3. Carmen Castro-Casal
4. Edelmira Neira-Fontela
5. Romina García‐Chas
6. Margaret E. Heffernan
7. Marylène Gagné
8. Corine Boon

In Organizational Behavior and Human Resource Management

1. A. Mostafa
2. J. Gould-Williams
3. Kerstin Alfes
4. W. Vandenabeele
5. A. Tian
6. Christine W. Soo
7. N. V. van Loon
8. Katrina Hosszu

Citations in the corpus

• Clarifying the Relationship Between Public Service Motivation and In-Role and Extra-Role Behaviors: The Relative Contributions of Person-Job and Person-Organization Fit (2017, background): “One of the few studies that addressed both fit types considered the mediation and moderation roles of person-job and person-organization fits in the relationship between HRM practices and several work outcomes, including extra-role behavior (Boon et al., 2011).”
• High-performance work system and intention to leave: a mediation model (2014, background): “In the analysis about the 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’…”
• The relationship between perceived training and development and employee retention: the mediating role of work attitudes (2018, result): “Although this is in line with other research (e.g. Boon et al, 2011), there may be an important distinction between training and development.”
• Team Manager’s Implementation, High Performance Work Systems Intensity, and Performance: A Multilevel Investigation (2018, background): “Indeed, many researchers have attempted to capture the variance in intensity of implementation of HPWS within organizations by measuring at the unit or individual level (e.g., Boon et al., 2011).”
• Cross-level effects of high-performance work Systems (HPWS) and employee wellbeing: the mediating effect of organisational justice (2016, background): “One review notes that few studies have properly tested the association between HRM and employee outcomes (Boon et al., 2011).”
• 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, methodology): “Schneider’s (1987) attraction – selection – attrition (ASA) framework helps explain the means by which HPHRP affect fit between employees and their organizations (Boon et al. 2011).”
• Perceptions of HR practices, person–organisation fit, and affective commitment: The moderating role of career stage (2018, background): “Indeed, previous research has established a positive relationship between perceived HPWP and perceived PO fit (Boon et al., 2011), but not over time.”