A universalistic perspective for explaining the relationship between HRM practices and firm performance at different points in time

By Shay Tzafrir. 2006

143 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f7d6d2197851d1c061be3a927726e2013d5e97e1

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. Kaifeng Jiang
2. Devasheesh P. Bhave
3. Jia Hu
4. J. Baer
5. Marylène Gagné
6. David P. Lepak
7. Chidiebere Ogbonnaya
8. K. van de Voorde

In Strategy and Management

1. Kaifeng Jiang
2. Jia Hu
3. Marylène Gagné
4. David P. Lepak
5. J. Baer
6. Devasheesh P. Bhave
7. Chidiebere Ogbonnaya
8. K. van de Voorde

Citations in the corpus

• Autonomy in the Workplace: An Essential Ingredient to Employee Engagement and Well-Being in Every Culture (2011, background): “Vardi, Shirom, and Jacobson (1980) found that Israeli managers have positive attitudes toward participative management, and Tzafrir (2006) found in 104 Israeli firms that human resource management practices that enhance employee decision-making power exhibit higher organizational performance.”
• How Does Human Resource Management Influence Organizational Outcomes? A Meta-analytic Investigation of Mediating Mechanisms (2012, background): “…(2005a) Selection, training Incentive compensation, internal labor market Employee participation Overall operational performance Market performance Tzafrir (2005b) Training Evaluation, compensation, internal labor market Participation Trust Overall operational performance Market performance Veld,…”