M. White

Organizational Behavior and Human Resource Management · with Bryson · 2013

A researcher in the Science corpus: 1 paper; trusts 20 researchers and is trusted by 0 researchers here, as inferred from the citation graph.

Subfields

Whom M. White trusts overall

Their strongest outbound trust, strongest first, inferred from their citations.

  1. J. Forth
  2. P. Osterman
  3. David A. Harrison
  4. Riki Takeuchi
  5. J. Godard
  6. D. Guest
  7. Patrick McGovern
  8. D. Morrison
  9. David P. Lepak
  10. D. Gallie

Who trusts M. White overall

  1. Inmaculada Beltrán‐Martín

Papers from M. White's perspective

Ordered by how strongly the researchers M. White trusts endorse each paper. Same corpus, a different order for every researcher.

  1. The job satisfaction-job performance relationship: a qualitative and quantitative review. (Psychological bulletin)
  2. How Important are Job Attitudes? Meta-Analytic Comparisons of Integrative Behavioral Outcomes and Time Sequences
  3. An empirical examination of the mechanisms mediating between high-performance work systems and the performance of Japanese organizations. (Journal of Applied Psychology)
  4. THE RELATIONSHIP BETWEEN HR PRACTICES AND FIRM PERFORMANCE: EXAMINING CAUSAL ORDER
  5. Self‐determination theory and work motivation
  6. EMPLOYEE ATTRIBUTIONS OF THE “WHY” OF HR PRACTICES: THEIR EFFECTS ON EMPLOYEE ATTITUDES AND BEHAVIORS, AND CUSTOMER SATISFACTION
  7. Employees and High-PerformanceWork Systems:Testinginside the Black Box
  8. MINIMIZING TRADEOFFS WHEN REDESIGNING WORK: EVIDENCE FROM A LONGITUDINAL QUASI‐EXPERIMENT
  9. THROUGH THE LOOKING GLASS OF A SOCIAL SYSTEM: CROSS‐LEVEL EFFECTS OF HIGH‐PERFORMANCE WORK SYSTEMS ON EMPLOYEES’ ATTITUDES
  10. Work Reorganization in an Era of Restructuring: Trends in Diffusion and Effects on Employee Welfare

Their papers