Do “high commitment” human resource practices affect employee commitment?

By E. Whitener. 2001

228 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/f65da648ac997075af53b9b72c2eecccbc672a24

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. B. Kuvaas
2. Helen McGuirk
3. Kevin J. Murphy
4. Jake G. Messersmith
5. Helena Lenihan
6. Chidiebere Ogbonnaya
7. Anders Dysvik
8. Marylène Gagné

In Sociology and Political Science

1. B. Kuvaas
2. Helen McGuirk
3. Kevin J. Murphy
4. Jake G. Messersmith
5. Helena Lenihan
6. Chidiebere Ogbonnaya

Citations in the corpus

• Employee performance, well‐being, and differential effects of human resource management subdimensions: Mutual gains or conflicting outcomes? (2018, background): “This in turn stimulates a sense of duty, in which employees feel obliged to reciprocate through greater levels of commitment to the organization (Whitener, 2001).”
• Driving innovation: Public policy and human capital (2019, background): “There is evidence linking aspects of high-quality human resource systems to specific work attitudes, including job satisfaction (Gould-Williams, 2003), organizational commitment (Allen et al., 2003; Meyer and Smith, 2000; Whitener, 2001), and willingness to change (Pulakos et al., 2000, 2002).”