Unravelling the HRM-Performance Link: Value-Creating and Cost-Increasing Effects of Small Business HRM

By Luc Sels, Sophie Anna De Winne, J. Maes, J. Delmotte, Dries Faems, Anneleen Forrier. 2006

248 citations recorded by the source corpus.

Subfields: Accounting, Management Information Systems, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/d8f89a3b0d7310fc7e45cfceb9909bd12156e822

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In Management Information Systems

In Organizational Behavior and Human Resource Management

Citations in the corpus

The influence of line managers and HR department on employees' affective commitment (2011, unknown): “…affects firm performance through a causal chain of mediating variables such as employees’ attitudes (e.g. commitment), employees’ behaviour (e.g. turnover) and employees’ performance (e.g. productivity) (Becker, Huselid, Pickus and Spratt 1997; Guest 1997; Sels et al. 2006; Wright and Nishii 2006).”
Technology Alliance Portfolios and Financial Performance: Value-Enhancing and Cost-Increasing Effects of Open Innovation* (2010, methodology): “necessary to achieve results ( Sels et al., 2006 ).”
Factors Affecting job satisfaction of employees in Pakistani banking sector (2010, background): “HRM practices may also affect employee turnover and productivity may increase (Sels et al., 2006).”
Perceived Labor Productivity in Small Firms—The Effects of High–Performance Work Systems and Group Culture through Employee Retention (2012, methodology): “As explained by Sels et al. (2006), an additive index is most likely to accurately reflect the influence of HR systems on firm performance; we combined the 26 practices into one index: the HPWS index.”
Small firm innovation performance and employee involvement (2014, unknown): “Second, process innovation performance is considered using a 2 Some studies on SMEs also find a positive relationship between employees’ human capital and sophisticated HRM practices on the one hand and firm performance on the other hand (Hayton 2003; Way 2002; Maes et al. 2005; Sels et al. 2006; Ra”
Does Leadership Style Make a Difference? Linking HRM, Job Satisfaction, and Organizational Performance (2014, background): “…have stronger effects than others, how each of the individual practices affects performance and whether complementarities or synergistic interdependent relationships among such practices can further enhance organizational performance (Delaney & Huselid, 1996; Guest et al., 2004; Sels et al., 2006).”