HOW MUCH DO HIGH-PERFORMANCE WORK PRACTICES MATTER? A META-ANALYSIS OF THEIR EFFECTS ON ORGANIZATIONAL PERFORMANCE

By James G. Combs, Yongmei Liu, A. Hall, Dave J. Ketchen. 2006

2,209 citations recorded by the source corpus.

Subfields: Applied Psychology, Management Information Systems, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/e3f205520592ed67415a8481cf378b820358d48d

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In Applied Psychology

In Management Information Systems

In Organizational Behavior and Human Resource Management

Citations in the corpus

Quid pro quo? Examining talent management through the lens of psychological contracts (2012, background): “The relationship between HRM practices and organizational performance in particular, has received substantial research attention (see meta-analysis in Combs et al. , 2006”
Human resource practices, employee attitudes and small firm performance (2017, neutral): “From this perspective, the relationship between HRM and firm performance may be conditional upon a range of variables (Sheehan, 2014; Combs et al., 2006), including organisational strategy, external environment, country, sector, and employee groups.”
Influence of Social Exchange Relationships on Affective Commitment and Innovative Behavior: Role of Perceived Organizational Support (2018, background): “Numerous empirical and theoretical studies identified human resource management (HRM) as an important influence on employees’ psychological and behavioral outcomes [42,43].”
Performance appraisals and job satisfaction (2017, positive): “the simultaneous combination of different HR practices, is more effective (Huselid, 1995; Combs et al., 2006).”
High-performance work systems in foreign subsidiaries of American multinationals: An institutional model (2011, background): “, Combs et al., 2006; MacDuffie, 1995; Takeuchi, Lepak, Wang, & Takeuchi, 2007) instead Journal of International Business Studies (2011) 42, 202–220 & 2011 Academy of International Business All rights reserved 0047-2506”
A Road Well Traveled: The Past, Present, and Future Journey of Strategic Human Resource Management (2017, background): “First, Combs et al. (2006) examined 92 studies of the relationship between HR practices and performance.”
My strengths count!: Effects of a strengths-based psychological climate on positive affect and job performance (2015, result): “This is in line with a meta-analysis of the effects of high performance work practices showing that systems of high-performance work practices with one underlying principle are superior to individual high-performance work practices (Combs et al., 2006).”
The more the better…or is it? The contradictory effects of HR practices on knowledge sharing motivation and behavior (2016, result): “On the one hand, this finding argues against the common practice of studying HR systems as additive sets of HR practices (Combs et al., 2006) and shows the differentiated effect that various practices may have (e.g. Lepak et al., 2006; Jiang et al., 2012).”