High commitment performance management: the roles of justice and trust

Abstract

in the Netherlands. She is a member of the Change Management Consortium Research team at Cass Business School, City University in the UK. Her specialist areas of interest include: international HRM; the power, professionalism and roles of the HR department; change management and HRM; and eHRM and new HR delivery mechanisms. Her work has been published in refereed academic journals and practitioner publications, as well as presented at international academic conferences.

The role of perceived organizational justice in shaping the outcomes of talent management: A research agenda

“…In some studies, perceived HR practices are operationalized as employees' awareness or knowledge of the existence of specific HR practices (e.g., Björkman et al, 2013;Guzzo & Noonan, 1994;Meyer & Allen, 1997). In other studies, perceived HR practices are seen as the people's evaluations of these HR practices (e.g., Crawshaw, 2006;Farndale et al, 2011;Marescaux et al, 2013). In a third category of studies, perceived HR practices are operationalized as a combination of the foregoing (e.g., Gould-Williams & Davies, 2005;Macky & Boxall, 2007).…”

Importance of system and leadership in performance appraisal

“…However, doubts about the practical usefulness of performance appraisal exist (Frase and Streshly, 1994). Overall, in the HRM field, there has been an ongoing debate about the effects of HRM practices on performance, the so called "opening the black box" -debate (Farndale, Hope-Hailey & Kelliher, 2011). In this debate, performance is often filled in as organizational or corporate performance (e.g.…”

Information Systems Development Knowledge Sharing-Organizational Justice, Physical Distance and Social Interdependence

“…Several researchers have discussed various components of organizational justice namely distributive justice, procedural justice and interactional justice in the domains of job satisfactions, performance management, conflict management, negotiation and virtual communities (Chiu et al, 2011;Das and Kumar, 2010;Farndale et al, 2011;Hassan and Hashim, 2011). These studies demonstrated that organizational justice is an important ingredient to motivate people to contribute to organisation's objective.…”