Clarifying the construct of human resource systems: Relating human resource management to employee performance

By Kaifeng Jiang, David P. Lepak, Kyongji Han, Ying Hong, Andrea Kim, Anne-Laure P. Winkler. 2012

509 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/f0008bfc585b08582e68f66a19c9d3d34cf40b41

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In Applied Psychology

In Management Information Systems

In Organizational Behavior and Human Resource Management

Citations in the corpus

Staying and performing: How human resource management practices increase job embeddedness and performance (2016, methodology): “First, they suggest that “coherent systems of mutually reinforcing HRM practices are likely to better support sustainable performance outcomes than are any individual practices” (Kehoe and Wright, 2013, p. 368, see also Jiang et al., 2012a; Subramony, 2009).”
The Impact of Human Resource Management Practices and Corporate Sustainability on Organizational Ethical Climates: An Employee Perspective (2013, background): “AMO theory is one of the most common concepts associated with HRM systems (Lepak et al. 2006; Jiang et al. 2012a; Boselie et al. 2005), in particular to test empirically the impact of HRM practices on organizational performances, such as profit and voluntary turnover (e.g. Subramony 2009; Gardner…”
The Continuous Mediating Effects of GHRM on Employees’ Green Passion via Transformational Leadership and Green Creativity (2018, background): “All play an important role in generating employees’ green creativity, which is a necessary part of innovation [2,61].”
The turn to employees in the measurement of human resource practices: A critical review and proposed way forward (2019, background): “Addressing inconsistencies and lack of clarity in the conceptualisation of key constructs in HRM research, also linked to other frequently studied constructs such as HR systems (e.g., high performance work systems; see Jiang et al., 2012) and organisational performance, is crucial.”
Examining the Intermediate Role of Employee Abilities, Motivation and Opportunities to Participate in the Relationship between HR Bundles and Employee Performance (2018, background): “These HR practices can also influence employees’ abilities, since allowing employees to play an active role in the firm increases their opportunities to share their KSAs and to put forward ideas, which constitute learning opportunities for employees (Jiang et al., 2012a).”
HRM and innovative work behaviour: a systematic literature review (2017, methodology): “HRM practices and their effects on IWB Having conceptualised HRM practices based on the AMO framework, we structure the results on the relationship between HRM practices and IWB as ability-enhancing HRM practices, motivation-enhancing HRM practices and opportunity-enhancing HRM practices ( Jiang et ”