The Influence of High-Involvement Human Resources Practices, Procedural Justice, Organizational Commitment, and Citizenship Behaviors on Information Technology Professionals' Turnover Intentions

By Guy Paré, Michel Tremblay. 2007

645 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/f5599d0d53980e0bd57d624433668829d2c18cf6

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In Communication

In Organizational Behavior and Human Resource Management

Citations in the corpus

Workplace resources to improve both employee well-being and performance: A systematic review and meta-analysis (2017, background): “Typical objective performance indicators include reports on sales performance, financial profits, and productivity (e.g. Paré & Tremblay, 2007).”
Exploring the linkages between formal ownership and psychological ownership for the organization: The mediating role of organizational justice (2008, positive): “An empirical study by Pare and Tremblay (2007) showed that employees who were granted access to more business information perceived a higher level of procedural justice ( r ¼ : 49), supporting for the positive relationship between employees access to business information and their perceptions of…”
Cross-level effects of high-performance work Systems (HPWS) and employee wellbeing: the mediating effect of organisational justice (2016, background): “The mediating effect of organisational justice While evidence suggests that employee outcomes are influenced by the adoption of HR practices, these relationships are not necessarily direct or unconditional (Paré and Tremblay, 2007).”
Employee performance, well‐being, and differential effects of human resource management subdimensions: Mutual gains or conflicting outcomes? (2018, background): “The rationale for this is that affectively committed employees have a greater desire to contribute meaningfully to the organization and therefore tend to be more creative (Gould-Williams, 2003; Paré & Tremblay, 2007).”
Reducing intentions to resist future change: Combined effects of commitment‐based HR practices and ethical leadership (2018, background): “…feel obligated to reciprocate by exerting higher levels of discretionary behaviors and increasing the willingness to do more for the organization (Paré & Tremblay, 2007; Mcclean & Collins, 2011; Collins and Smith, 2006), including providing active support for change efforts, rather than…”
Human resource practices, organizational commitment and intention to stay (2008, background): “Control variables Previos studies have identified age, gender, occupation and industry to correlate with organizational commitment and intention to stay (Huang et al., 2006; Pare and Tremblay, 2007; Taplin and Winterton, 2007).”
THE IMPACT OF MOTIVATION, EMPOWERMENT, AND SKILL‐ENHANCING PRACTICES ON AGGREGATE VOLUNTARY TURNOVER: THE MEDIATING EFFECT OF COLLECTIVE AFFECTIVE COMMITMENT (2011, background): “Both Way (2002) and Arthur (1994) have been cited as demonstrating that commitment acts as a mediator at least once each (Coff, 1997, p. 389; Pare & Tremblay, 2007, p. 333).”