dc.contributor.author |
Macky, K |
en |
dc.contributor.author |
Boxall, Peter |
en |
dc.date.accessioned |
2011-11-17T04:43:30Z |
en |
dc.date.issued |
2007 |
en |
dc.identifier.citation |
International Journal of Human Resource Management 18(4):537-567 2007 |
en |
dc.identifier.issn |
0958-5192 |
en |
dc.identifier.uri |
http://hdl.handle.net/2292/9129 |
en |
dc.description.abstract |
In order to improve our understanding of mediating variables inside the ‘black box’ of the firm’s labour management, this paper examines the relationship between high-performance work system (HPWS) practices and employee attitudes. Using a randomly selected, national population sample, clear evidence was found for a positive relationship between HPWS practices and the attitudinal variables of job satisfaction, trust in management, and organizational commitment, implying that HPWS can provide winwin outcomes for employees and employers. However, the study also tests – from an employee perspective – the ‘complementarities thesis’ and finds negative interaction effects among HPWS practices. This strengthens the argument that there are likely to be limits to the positive outcomes of HPWSs for employees. Evidence of sequencing in the employee attitudinal responses to HPWSs was also found, with job satisfaction as the key mediating variable. |
en |
dc.language |
EN |
en |
dc.relation.ispartofseries |
International Journal of Human Resource Management |
en |
dc.rights |
Items in ResearchSpace are protected by copyright, with all rights reserved, unless otherwise indicated. Previously published items are made available in accordance with the copyright policy of the publisher. Details obtained from http://www.sherpa.ac.uk/romeo/issn/0958-5192/ |
en |
dc.rights.uri |
https://researchspace.auckland.ac.nz/docs/uoa-docs/rights.htm |
en |
dc.subject |
high-performance work systems |
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dc.subject |
bundling |
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dc.subject |
strategic HRM |
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dc.subject |
job satisfaction |
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dc.subject |
trust |
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dc.subject |
commitment |
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dc.subject |
HUMAN-RESOURCE MANAGEMENT |
en |
dc.subject |
ORGANIZATIONAL-COMMITMENT-QUESTIONNAIRE |
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dc.subject |
COMMON METHOD VARIANCE |
en |
dc.subject |
JOB-SATISFACTION |
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dc.subject |
MANUFACTURING PERFORMANCE |
en |
dc.subject |
CUSTOMER SATISFACTION |
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dc.subject |
VOLUNTARY TURNOVER |
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dc.subject |
FIRM PERFORMANCE |
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dc.subject |
LEVEL ANALYSIS |
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dc.subject |
SYSTEMS |
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dc.title |
The relationship between high-performance work practices and employee attitudes: An investigation of additive and interaction effects |
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dc.type |
Journal Article |
en |
dc.identifier.doi |
10.1080/09585190601178745 |
en |
pubs.issue |
4 |
en |
pubs.begin-page |
537 |
en |
pubs.volume |
18 |
en |
dc.rights.holder |
Copyright: 2007 Taylor and Francis |
en |
pubs.author-url |
http://www.tandfonline.com/doi/full/10.1080/09585190601178745 |
en |
pubs.end-page |
567 |
en |
dc.rights.accessrights |
http://purl.org/eprint/accessRights/RestrictedAccess |
en |
pubs.subtype |
Article |
en |
pubs.elements-id |
76729 |
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pubs.org-id |
Business and Economics |
en |
pubs.org-id |
Management & Intl Business |
en |
dc.identifier.eissn |
1466-4399 |
en |
pubs.record-created-at-source-date |
2010-09-01 |
en |