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Human Resource Management Journal
IF
2.84
Papers
873
Papers 872
1 page of 88 pages (872 results)
Newest
#1Mark Harcourt (University of Waikato)H-Index: 12
#2Gregor Gall (University of Leeds)H-Index: 2
Last.Helen Lam (Athabasca University)H-Index: 10
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#1Katarina K. Brant (FAU: Florida Atlantic University)H-Index: 1
#2Stephanie L. Castro (FAU: Florida Atlantic University)H-Index: 10
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#1Hyunyoung Jo (University of Leeds)
#2Samuel Aryee (University of Surrey)
Last.David Guest ('KCL': King's College London)H-Index: 45
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#1James Duggan (UCC: University College Cork)H-Index: 1
#2Ultan Sherman (UCC: University College Cork)H-Index: 2
Last.Anthony McDonnell (UCC: University College Cork)H-Index: 16
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1 CitationsSource
#1F Farivar (UTAS: University of Tasmania)H-Index: 2
#2Julia Richardson (Curtin University)H-Index: 2
Whereas contemporary work-life balance research tends to treat demographic variables asmoderators, grouping variables or control variables influencing work and nonwork satisfaction, earlier theories were premised on the assumption that they are, in fact, predictors of work and nonwork satisfaction. However, those assumptions have not yet been tested empirically. Drawing on an Australian study comprising 798 white-collar employees and using Fuzzy-set Qualitative Comparative Analysis technique, we...
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#1Martin Abraham (FAU: University of Erlangen-Nuremberg)H-Index: 10
#2Cornelia Niessen (FAU: University of Erlangen-Nuremberg)H-Index: 17
Last.Matthias Wrede (FAU: University of Erlangen-Nuremberg)H-Index: 19
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#1Riccardo Peccei ('KCL': King's College London)H-Index: 22
#2Karina Van De Voorde (Tilburg University)H-Index: 8
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#1Dorothea Roumpi (PSU: Pennsylvania State University)H-Index: 2
#2Panagiotis Giannakis (UA: University of Arkansas)
Last.John E. Delery (UA: University of Arkansas)H-Index: 19
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#1Ahmed Mohammed Sayed Mostafa (University of Leeds)
#2Paul Andrew Bottomley (Cardiff University)H-Index: 21
Last.Sophie Lythreatis (UoB: University of Bristol)H-Index: 1
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In this paper, we examine whether the relationship between high‐commitment human resource (HR) practices and two employee outcomes, quit intentions and organisational citizenship behaviours (OCBs), is contingent on organisational identification. Incorporating insights from both social exchange and social identity theories, we propose that the relationship between high‐commitment HR systems, intention to quit, and OCBs is attenuated when employees strongly identify with their organisation. This p...
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Human resources
Economics
Management
Human resource management
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