Using sequential tree analysis to search for ‘bundles’ of HR practices

Guest, David; Conway, Neil; Dewe, Philip

doi:10.1111/j.1748-8583.2004.tb00113.x

Cited by 149 publications

(128 citation statements)

References 15 publications

(16 reference statements)

Supporting

Mentioning

118

Contrasting

Unclassified

Order By: Relevance

“…This suggests that employee perceptions of HRM bundles, rather than individual practices, may be relevant for determining employee attitudes and behaviours (Guest, Conway andDewe, 2004, Paauwe, 2009). …”

Section: The Impact Of Perceived Hrm Practices On Ocb and Turnover Inmentioning

confidence: 99%

The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model

Alfes

Shantz

Truss

et al. 2013

The International Journal of Human Resource Management

589

586

View full text Add to dashboard Cite

Original citation:Alfes, Kerstin, Shantz, Amanda, Truss, Catherine and Soane, Emma (2013) A Moderated Mediation Model AbstractThis study contributes to our understanding of the mediating and moderating processes through which human resource management practices are linked with behavioural outcomes. We developed and tested a moderated mediation model linking perceived human resource management practices to organisational citizenship behaviour and turnover intentions. Drawing on social exchange theory, our model posits that the effect of perceived human resource management practices on both outcome variables is mediated by levels of employee engagement, while the relationship between employee engagement and both outcome variables is moderated by perceived organisational support and leader-member exchange. Overall, data from 297 employees in a service sector organisation in the UK support this model. This suggests that the enactment of positive behavioural outcomes, as a consequence of engagement, largely depends on the wider organisational climate and employees' relationship with their line manager. Implications for practice and directions for future research are discussed.

show abstract

Section: The Impact Of Perceived Hrm Practices On Ocb and Turnover Inmentioning

confidence: 99%

The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model

Alfes

Shantz

Truss

et al. 2013

The International Journal of Human Resource Management

589

586

View full text Add to dashboard Cite

show abstract

“…Delaney and Huselid (1996) and Lai and Cheng (2005) considered perceived market performance and productivity performance as an important index of organisational performance. Furthermore, Guest et al (2004) perceived organisational performance outcomes as management rating of employees' s performance, employees' innovation, and employment relations. Empirical researchers have investigated the effects of human resource practices using financial performance, efficiency and employees' turnover, productivity, and employees' relations ( [Ahmad and Schroeder, 2003], [Delery and Doty, 1996] and [Huselid, 1995]).…”

Section: Employees' Performancementioning

confidence: 99%

The Relationship between Emotional Intelligence, Organisational Commitment and Employees' Performance in Iran

Rangriz¹,

Mehrabi²

2010

IJBM

View full text Add to dashboard Cite

Emotional intelligence (EI) means knowing one's feelings and others, determining emotions and feelings controlling them and sympathizing with other people. The importance of EI is out of question especially among organisation managers and principals. For professional successes are a lot factors. So this paper deals with reviewing the relationship EI, organisational commitment (OC) and employees' performance (EP) in Iranian Red Crescent Societies (IRCS). The paper aims to empirically examine this relation. EI is independent variable, and OC and EP is dependent variables. Age, gender, and education are control variables. Statistics society consists of some managers and employees' who are 21 and 95 members. A hypothesis has been examined in this paper. By using of Kruskal-Wallis, Mann-Whitney U experiments and binominal test and Spearman's coefficients results are obtained. The findings are considered that there is a significant relationship between employees' EI, OC and their performance. The findings also make that managers' EI does not affect on employees' OC and their performance. In addition, the findings prescribe that there is not a significant difference between male and female employees' EI, OC and their performance. Also is not significant difference between managers' and employees' EI. The results indicate that EI plays an importance role in the OC and employees' performance, even in other organisations like IRCS.

show abstract

“…This is also consistent with internal fit that "their collective effect will be greater than the sum of their individual parts" (Wall, Wood 2005: 431). As discussed by Guest et al (2004), internally consistent human resource practices or HPWPs reflect the organizational logic. Therefore, it is important to have an understanding of the effects of training, empowerment, and rewards as the indicators of management commitment to service quality or internally consistent HPWPs on employees' job embeddedness in frontline service jobs.…”

Section: Introductionmentioning

confidence: 99%

The Effect of Management Commitment to Service Quality on Job Embeddedness and Performance Outcomes

Karatepe

Karadaş

2012

Journal of Business Economics and Management

View full text Add to dashboard Cite

Abstract. The purpose of this study is to develop and test a conceptual model that examines job embeddedness as a partial mediator of the impact of management commitment to service quality on service recovery performance and extra-role customer service. Training, empowerment, and rewards are regarded as the three important indicators of management commitment to service quality. Data were obtained from a sample of fulltime frontline hotel employees with a time lag of one week in Romania. The results reveal that training, empowerment, and rewards are positively related to job embeddedness. As hypothesized, empowerment, rewards, and job embeddedness enhance service recovery performance, while training and empowerment increase extra-role customer service. The results further demonstrate that job embeddedness acts as a partial mediator of the effects of empowerment and rewards on service recovery performance. Implications of the results are discussed and future research directions are offered.

show abstract

Using sequential tree analysis to search for ‘bundles’ of HR practices

Cited by 149 publications

References 15 publications

The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model

The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model

The Relationship between Emotional Intelligence, Organisational Commitment and Employees' Performance in Iran

The Effect of Management Commitment to Service Quality on Job Embeddedness and Performance Outcomes

Contact Info

Product

Resources

About