Manufacturing Advantage: Why High-Performance Work Systems Pay Off

By Gloria Harrell-Cook. 2001

111 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/f92ffa96fc7d9771742dd0d948925e0beee529df

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Citations in the corpus

Disconnected Capitalism: Or Why Employers Can't Keep Their Side of the Bargain (2003, background): “As one recent study put it, ‘Employment security provides front-line workers with a long-term stake in the company and a reason to invest in its future, while the payment of quality and other incentives allows them to share in the fruits of improved performance’ (Applebaum et al., 2001: 8).”
HRM, Communication, Satisfaction, and Perceived Performance (2013, background): “Appelbaum et al. (2000) argue that the opportunity to participate in decision making that forms part of this system leads to (1) trust between employees and supervisors and (2) workers experiencing their jobs as challenging and intrinsically rewarding.”
Gender Discrepancies in the Outcomes of Schedule Control on Overtime Hours and Income in Germany (2016, unknown): “This is usually done through the development of systems that encourage workers to influence the organization of work, including providing workers more control or discretion over their work, to improve productivity (Appelbaum, 2000; Davis and Kalleberg, 2006).”
The Continuous Mediating Effects of GHRM on Employees’ Green Passion via Transformational Leadership and Green Creativity (2018, unknown): “Consistent with the AMO paradigm [11,25,26], our theoretical”
Measuring the impact of HRM on organizational performance (2008, background): “…zero, negative) influences the relationship between HRM policies and organisational performance, a quality business strategy positively influences the relationship between HRM policies and organisational performance, and an innovation business strategy positively influences the relationship…”
High-performance work system and intention to leave: a mediation model (2014, result): “This finding supports the belief that HRM practices directly influence employee attitudes (Appelbaum et al. 2000) and, in particular, HPWS practices are a means of improving employees’ attitude.”