Desegregating HRM: A Review and Synthesis of Micro and Macro Human Resource Management Research

By Patrick M. Wright, W. Boswell. 2002

1,167 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/d4d2c582a9dd1c636edf7e6961621352c02ca643

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Citations in the corpus

Participation in continuous, on-the-job training and the impact on job satisfaction: longitudinal evidence from the German labour market (2007, background): “…of funded training opportunities and respective expectations can thus lead to an emotional attachment to the firm and the development of a psychological contract between the firm and employees (Wright and Boswell, 2002), which can be interpreted as a consequence of a satisfactory exchange.”
Global Talent Management and Performance in Multinational Enterprises: A Multilevel Perspective (2018, background): “Understanding the link between GTM and MNE performance requires a multilevel consideration of the links that bridge the macro-micro divide (Molloy, Ployhart, & Wright, 2011; Wright & Boswell, 2002).”
Specific Onboarding Practices for the Socialization of New Employees (2015, background): “The strategic HR literature recognizes the gap that can occur between intended and implemented HR practices (Kramar, 1992; Wright & Boswell, 2002).”
A test of hypotheses derived from self‐determination theory among public sector employees (2008, background): “Still, whether such “best practices” have these types of favourable outcomes in every organisation is widely debated (e.g. MacDuffie, 1995; Wright and Boswell, 2002).”
HRM, Communication, Satisfaction, and Perceived Performance (2013, background): “For example, Wright and others stress the crucial role of employee attitudes and behaviors in translating HR practices into performance (Nishii & Wright, 2008; Ramsay, Scholarios, & Harley, 2000; Wright & Boswell, 2002).”
Flexibility-Oriented HRM Systems, Absorptive Capacity, and Market Responsiveness and Firm Innovativeness (2013, background): “The extant SHRM research, on the other hand, has typically focused on the link between systems of human resource management practices (HRM systems) and firm performance (see Combs, Liu, Hall, & Ketchen, 2006; Huselid & Becker, 2011; Lepak, Liao, Chung, & Harden, 2006; Wright & Boswell, 2002).”
Globalization of HR at function level: four UK-based case studies of the international recruitment and selection process (2007, methodology): “The case studies were used to explore policy, practice and variance between the two (Wright and Boswell, 2002).”
Satisfaction with HR practices and commitment to the organisation: why one size does not fit all (2005, methodology): “…of HR policies (Guest, 1999; Lepak and Snell, 1999; 2002; Marchington and Grugulis, 2000; Melian-Gonzalez and Verano-Tacorante, 2004; Purcell, 1999; Wright and Boswell, 2002) and because of strategic differences between firms in the manufacturing (Youndt et al, 1996) and service sectors (Boxall,…”