Manufacturing Advantage: Why High-Performance Work Systems Pay Off

By Gil A. Preuss, Leon McKendrick. 2001

1,721 citations recorded by the source corpus.

Subfields: Industrial and Manufacturing Engineering

View Paper: https://www.semanticscholar.org/paper/fbee4ccad0a6995ee9667d30c5bf22b4905c8dc3

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In Industrial and Manufacturing Engineering

Citations in the corpus

Employees’ overall perception of HRM effectiveness (2005, methodology): “Studies show that employee satisfaction and commitment are influenced not only by HR practices such as internal promotion, formal training systems and results-oriented appraisal (Appelbaum et al., 2000; Arthur, 1994; Delery & Doty, 1996; Pfeffer, 1998), but also by their perceptions of these practic”
The Influence of High-Involvement Human Resources Practices, Procedural Justice, Organizational Commitment, and Citizenship Behaviors on Information Technology Professionals' Turnover Intentions (2007, methodology): “They also signal that the organization is supportive of the employees and is seeking to establish or maintain a social exchange relationship with them (D. G. Allen et al., 2003; Appelbaum et al., 2000; Eisenberger et al., 1986; Leana & Florkowski, 1992; Meyer & Smith, 2000; Tsui et al., 1995).”
High Performance Work Systems (2002, neutral): “A number of articles and books have been published in recent years on high performance work systems (e.g. Arthur, 1994; Pfeffer, 1994; Huselid, 1995; MacDuffie, 1995; Appelbaum et al., 2000; Guthrie, 2001).”
The relationship between perceptions of HR practices and employee outcomes: examining the role of person–organisation and person–job fit (2011, background): “Besides selection, training, performance appraisal and rewards, high performance HR practices also include participation practices, pay for performance, job design, decentralisation, information sharing, problem-solving groups and teamwork (Wood 1999; Appelbaum et al. 2000; Guthrie 2001).”
Behavioral Ambidexterity: The Impact of Incentive Schemes on Productivity, Motivation, and Performance of Employees in Commercial Banks (2015, background): “…area has consistently argued that the practices themselves do not produce a competitive advantage; rather, performance gains arise from the human resources that are developed by the system (Appelbaum et al., 2000; Huselid, 1995; Wright, Dunford, & Snell, 2001; Wright, McMahan, & McWilliams, 1994).”
The Impact of High-Performance Human Resource Practices on Employees’ Attitudes and Behaviors (2013, neutral): “…employees’ perceptions of high-performance HR practice use in their job groups and employee absenteeism, intent to remain with the organization, and organizational citizenship behavior, dedicating a focus to the possible mediating role of affective organizational commitment in these relationships.”
Causal relationship between HRM policies and organisational performance: Evidence from the Greek manufacturing sector (2010, methodology): “, HRM influences performance in relation to employees ability , motivation and opportunity to participate (Appelbaum et al., 2000).”
HR Strategy and competitive advantage in the service sector (2003, methodology): “As with the work of Appelbaum et al (2000), the figure relies on the 'AMO' rubric: performance is seen as a function of employee ability (A), motivation (M) and opportunity to participate or contribute (O).”
Team Manager’s Implementation, High Performance Work Systems Intensity, and Performance: A Multilevel Investigation (2018, methodology): “Their conceptualization of HPWS is well aligned with the AMO framework (Appelbaum et al., 2000; Delery & Shaw, 2001; Gardner et al., 2011) in terms of the contribution of HPWS in enhancing organizational functioning by increasing human capital, motivation, and opportunity to contribute.”
Human resource practices, employee attitudes and small firm performance (2017, neutral): “In strategic HRM, the notion of social exchange is also central to the influential “AMO” framework proposed by Appelbaum et al. (2000).”
The impact of knowledge management on job satisfaction (2016, background): “Although job satisfaction is the most researched topic in the field of organisational behaviour (Spector, 1997; Appelbaum et al., 2000), it has only rarely been approached from a knowledge-based perspective.”
Satisfaction with HR practices and commitment to the organisation: why one size does not fit all (2005, background): “Appelbaum et al (2000) and Purcell et al (2003) separate behaviour from attitudinal components (commitment and job satisfaction) and cognitive attributes (knowledge, skills and abilities) since discretionary behaviour both on and off the job (Adler et al, 1999) is the critical factor in linking…”