Employees and High-PerformanceWork Systems:Testinginside the Black Box

By H. Ramsay, Dora Scholarios, Bill Harley. 2000

976 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/d645edbcf472a5bb707aa2c93e8f8af9b33556ba

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In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

HR practices, organizational climate and employee outcomes: evaluating social exchange relationships in local government (2007, neutral): “, 2000 ; Parker and Slaughter, 1988 ; Godard, 2004 ).”
Forms of knowledge and modes of innovation (2007, background): “…the ‘high performance work systems’ literature Clegg et al. (1996), Dertoutzos et al. (1989), Gittleman et al. (1998), Osterman (1994, 2000), Ramsay et al. (2000), Truss (2001) and Wood (1999); and the literature dealing with the relation between organisational design and innovation…”
Is environmental innovation embedded within high-performance organisational changes? The role of human resource management and complementarity in green business strategies (2013, methodology): “3 A plethora of names has been assigned to the ‘new organisational practices’ according to the practices selected and to the perspective adopted in the different studies: e.g. High Performance Work Systems (Ramsay et al., 2000; Osterman, 0048-7333/$ – see front matter © 2013 Elsevier B.V.”
Positive employee attitudes: How much human resource management do you need? (2013, methodology): “…or work strain should be viewed negatively by employees, as work demands rise with skill level and responsibility; the inference of negative effects requires additional assumptions, as in the labour process theory of Ramsay et al. (2000), for example; see the discussion in Gallie (2007: 5−6).”
Teamworking and organizational performance: A review of survey-based research (2008, background): “Such systems could include employee involvement schemes, training and development programmes, and forms of profit sharing (Ramsay et al. 2000, 502).”