People Management and Performance

People Management and Performance

Volumn , Issue , 2008, Pages 1-228

  Purcell, John ^a   Kinnie, Nicholas ^b   Swart, Juani ^b   Rayton, Bruce ^b   Hutchinson, Sue ^c  

^a UNIVERSITY OF BATH   (United Kingdom)

^b UNIVERSITY OF BATH   (United Kingdom)

^c University of West of England Business School   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84909422759     PISSN: None     EISSN: None     Source Type: Book    
DOI: 10.4324/9780203885604     Document Type: Book

References (472)

1. Ackroyd, S. and Proctor, S. (1998) ‘British manufacturing organisation and workplace industrial relations: Some attributes of the new flexible firm’, British Journal of Industrial Relations, 36(2): 163-183.
2. Adams, J. S. (1965) ‘Inequality in social exchange’, in L. Berkovitz (ed.), Advances in Experimental Social Psychology, Vol 2. New York: Academic Press.
3. Adler, P., Goldoftas, B. and Levine, D. (1999) ‘Flexibility versus efficiency? A case study of model changeovers with Toyota production system’, Organisational Science, 10(1): 43-68.
4. Afuah, A. (2000) ‘How much do your competitors’ capabilities matter in the face of technological change?’ Strategic Management Journal, Special issue, 21: 387-404.
5. Albert, S. and Whetten, D. A. (1985) ‘Organisational identity’, in L. L. Cummings and B. M. Staw (eds), Research in Organisational Behavior, 7: Greenwich, CT: JAI Press.
6. Albert, S., Ashforth, B. and Dutton, J. (2000) ‘Organisational identity and identification: charting new waters and building new bridges’, Academy ofManagement Review, 25(1): 13-17.
7. Allen, M. R. and Wright, P. (2007) ‘Strategic management and HRM’, in P. Boxall, J. Purcell and P. Wright (eds), The Oxford Handbook of Human Resource Management, Oxford: Oxford University Press.
8. Allen, N. J. and Meyer, J. P. (1990) ‘The measurement and antecedents of affective, continuance, and normative commitment to the organisation’, Journal of Occupational Psychology, 63: 1-18.
9. Allen, N. J. and Grisaffe, D. B. (2001) ‘Employee commitment to the organisation and customer reactions: mapping the linkages’, Human Resource Management Review, 11: 209-236.
10. Alvesson, M. (1993) ‘Organisation as rhetoric. Knowledge-intensive companies and the struggle with ambiguity’, Journal of Management Studies, 30(6): 997-1015.
11. Alvesson, M. (1995) Management of Knowledge Intensive Companies, Berlin/New York: de Gruyter.
12. Alvesson, M. (2000) ‘Social identity and the problem of loyalty in knowledge intensive companies’, Journal ofManagement Studies, 37(8): 1101-1123.
13. Alvesson, M. (2001) ‘Knowledge work: ambiguity, image and identity’, Human Relations, 54(7): 863-886.
14. Alvesson, M. (2002) Understanding Organisational Culture, London: Sage.
15. Alvesson, M. and Willmott, H. (2002) ‘Identity regulation as organisational control: producing the appropriate individual’, Journal of Management Studies, 39(5): 619-644.
16. Amit, R. and Schoemaker, R J. H. (1993) ‘Strategic assets and organisational rent’, Strategic Management Journal 14(1): 33-46.
17. Anderson, E. and Schmittlein, D. C. (1984) ‘Integration of the sales force: an empirical examination’, Rand Journal of Economics, 15(3): 385-395.
18. Appelbaum, E., Bailey, T. and Berg, P (2000) Manufacturing Advantage: Why HighPerformance Systems Pay Off. London: Economic Policy Institute: Cornell University Press.
19. Aranya, N., Kushnir, T. and Valency, A. (1986) ‘Organisational commitment in a maledominated profession’, Human Relations 39: 433-448.
20. Argyris, C. (1960) Understanding Organisational Behavior, Homewood, IL: Dorsey Press.
21. Argyris, C. and Schon, D. A. (1974) Theory into Practice, San Francisco: Jossey-Bass.
22. Armstrong, P. and Goodman, J. (1979) ‘Managerial and supervisory custom and practice’, Industrial Relations Journal, 10(3): 12-24.
23. Arthur, J. (1992) ‘The link between business strategy and industrial relations systems in American Steel Minimills’, Industrial and Labor Relations Review, 45(3): 488-506.
24. Arthur, J. (1994) ‘Effects of human resource systems on manufacturing performance and turnover’, Academy ofManagement Journal, 37(3): 670-687.
25. Ashforth, B. E. and Mael, F. (1989) ‘Social identity theory and the organisation’, Academy ofManagement Review, 14: 20-39.
26. Atkinson, J. (1984) ‘Manpower strategies for flexible organisations’, Personnel Management, August: 28-31
27. Baird, L. and Meshoulam, L. (1988) ‘Managing two fits of strategic human resource management’, Academy ofManagement Review, 13(1): 116-128.
28. Balfour, D. L. and Wechsler, B. (1996) ‘Organisational commitment: Antecedents and outcomes in public organisations’, Public Productivity and Management Review, 29: 256-277.
29. Barnard, C. (1938). The functions of the Executive, Cambridge, MA: Harvard University Press.
30. Barney, J. (1991) ‘Firm resources and sustained competitive advantage’, Journal of Management, 17(1): 99-120.
31. Barney, J. B. (2001) ‘Is the Resource-Based Theory a Useful Perspective for Strategic Management Research? Yes.’ Academy ofManagement Review 26(1): 41-56.
32. Barney, J. and Wright, P (1998) ‘On becoming a strategic partner: the role of human resources in gaining competitive advantage’, Human Resource Management, 37(1): 37-46.
33. Baron, R. and Kreps, D. (1999) Strategic Human Resources: Frameworks for General Managers, New York: Wiley.
34. Bartel, A. (2000) Human Resource Management and Performance in the Service Sector: the Case of Bank Branches. NBER Working Paper Series. Cambridge, MA: National Bureau of Economic Research.
35. Bartel, A. P. (2004) ‘Human resource management and organisational performance: evidence from retail banking’, Industrial and Labor Relations Review, 57: 181-204.
36. Bateman, T. S. and Strasser, S. (1984) ‘A longitudinal analysis of the antecedents of organisational commitment’, Academy ofManagement Journal, 27: 95-112.
37. Batt, R. and Moynihan, L. (2002) ‘The viability of alternative call centre production models’, Human Resource Management Journal, 12(4): 14-34.
38. Batt, R. and Valcour, P. M. (2003) ‘Human resources practices as predictors of work-family outcomes and employee turnover’, Industrial Relations, 42(2): 189-220.
39. Beaumont, P. B., Hunter, L. C. and Sinclair, D. (1996) ‘Customer-supplier relations and the diffusion of employee relations changes’, Employee Relations, 18(1): 9-19.
40. Beck, K. and Wilson, C. (2001) ‘Have we studied, should we study, and can we study the development of commitment? Methodological issues and the developmental study of work-related commitment’, Human Resource Management Review, 11: 257-278.
41. Becker, B. and Gerhart, B. (1996) ‘The impact of human resource management on organisational performance: progress and practice’, Academy ofManagement Journal, 39(4): 779-801.
42. Becker, B. and Huselid, M. (1996) ‘Methodological issues in cross-sectional and panel estimates of the human resource-firm performance link’, Industrial Relations, 35: 400-422.
43. Becker, B. and Huselid, M. (1999) ‘Strategic human resource management in five leading firms’, Human Resource Management, 38(4): 287-301.
44. Becker, B. and Huselid, M. (2006) ‘Strategic human resource management: where do we go from here?’ Journal of Management, 32(6): 898-925.
45. Becker, G. (1964) Human Capital, New York: Columbia University Press.
46. Becker, T., Billings, R., Eveleth, D. and Gilbert, N. (1996) ‘Foci and bases of employee commitment: implications for job performance’, Academy of Management Journal, 39(2): 464-482.
47. Beer, M., Spector, B., Lawrence, P., Quinn Mills, D. and Walton, R. (1985) Human Resource Management: A General Manager’s Perspective, New York: Free Press.
48. Berg, P. (1999) ‘The effects of high performance work practices on job satisfaction in the United States steel industry’, Relations Industrielles, 54(1): 111-134.
49. Berg, P., Appelbaum, E., Bailey, T. and Kalleberg, A. (1996) ‘The performance effects of modular production in the apparel industry’, Industrial Relations, 35(3): 356-373.
50. Bettencourt, L. A., Gwinner, K. P. and Meuter, M. L. (2001) ‘A comparison of attitude, personality, and knowledge predictors of service-oriented organisational citizenship behaviors,’ Journal of Applied Psychology, 86(1): 29-41.
51. Blackler, F. (1995) ‘Knowledge, knowledge work and organisations: an overview and interpretation’, Organisation Studies, 16(6): 1021-1046.
52. Blau, P. (1964) Exchange and Power in Social Life, New York: Wiley.
53. Bontis, N. (1998) ‘Intellectual capital: an exploratory study that develops measures and models’, Management Decision, 36(2): 63-76.
54. Boselie, P., Dietz, G. and Boon C. (2005) ‘Commonalities and contradictions in research on human resource management and performance’, Human Resource Management Journal, 15(3): 67-94.
55. Bourdieu, P. and Wacquant, L. J. D. (1992) An Invitation to Reflexive Sociology, Chicago, IL: University of Chicago Press.
56. Bowen, D. and Ostroff, C. (2004) ‘Understanding HRM-firm performance linkages: the role of the “strength” of the HRM system’, Academy ofManagement Review, 29: 203-221.
57. Bowman, C. and Swart, J. (2007) ‘Whose human capital? The challenge of value capture when capital is embedded’, Journal ofManagement Studies, 44(4): 488-507.
58. Boxall, P. (1996) ‘The strategic HRM debate and the resource-based view of the firm’, Human Resource Management Journal, 6(3): 59-75.
59. Boxall, P. (1998) ‘Achieving competitive advantage through human resource strategy: towards a theory of industry dynamics’, Human Resource Management Review, 8(3): 265-288.
60. Boxall, P. (2003) ‘HR strategy and competitive advantage in the service sector’, Human Resource Management Journal, 13(3): 5-20.
61. Boxall, P. (2007) ‘The Goals of HRM’ in P. Boxall, J. Purcell and P. Wright (eds), The Oxford Handbook of Human Resource Management, Oxford: Oxford University Press.
62. Boxall, P. and Steeneveld, M. (1999) ‘Human resource strategy and competitive advantage: a longitudinal study of engineering consultancies’, Journal ofManagement Studies, 36(4): 443-463.
63. Boxall, P. and Purcell, J. (2003) Strategy and Human Resource Management, Basingstoke: Palgrave MacMillan.
64. Boxall, P. and Purcell, J. (2008) Strategy and Human Resource Management, 2nd edn Basingstoke: Palgrave Macmillan.
65. Boxall, P., Purcell, J. and Wright, P. (2007a) The Oxford Handbook of Human Resource Management, Oxford: Oxford University Press.
66. Boxall, P, Purcell, J. and Wright, P (2007b) ‘Human resource management: scope, analysis and significance’, in P. Boxall, J. Purcell and P. Wright (eds), The Oxford Handbook of Human Resource Management, Oxford: Oxford University Press.
67. Brammer, S., Millington, A. and Rayton, B. A. (2007) ‘The contribution of corporate social responsibility to organisational commitment,’ International Journal of Human Resource Management 18(10): 1701-1719.
68. Braverman, H. (1974) Labor and Monopoly Capital, New York and London: Monthly Review Press.
69. Brewster, C., Gill, C. and Richbell, S. (1983) ‘Industrial relations policy: a framework for analysis’, in K. Thurley and S. Wood (eds), Industrial Relations and Management Strategy, Cambridge: Cambridge University Press.
70. Bromiley, P. and Papenhausen, C. (2003) ‘Assumptions of rationality and equilibrium in strategy research: the limits of traditional economic analysis’, Strategic Organisation, 1(4): 413-437.
71. Brown, A. D. and Starkey, K. (2000) ‘Organisational identity and learning: a psychodynamic perspective’, Academy ofManagement Review, 25(1): 102-120.
72. Brown, S. P. and Chin, W. W. (2004) ‘Satisfying and retaining customers through independent service representatives’, Decision Sciences, 35(3): 527-550.
73. Brown, W. (1972) ‘A consideration of custom and practice’, British Journal of Industrial Relations, 10(1): 42-61.
74. Brown, W. (1973) Piecework Bargaining, London: Heinemann.
75. Browne, J. (1973) The Used Car Game, Lexington: Lexington Books.
76. Brusoni, S., Prencipe, A. and Pavitt, K. (2001) Knowledge specialisation, organisational coupling and the boundaries of the firm: why do firms know more than they make? Administrative Science Quarterly, 46: 597-621.
77. Bryson, A., Charlwood, A. and Forth, J. (2006) ‘Worker voice, managerial response and labour productivity: an empirical investigation’, Industrial Relations Journal, 37(5): 438-455.
78. Burt, G. (1992) Structural Holes, Cambridge: Harvard University Press.
79. Caldwell, R. (2003) ‘Changing roles for personnel managers’, Journal of Management Studies, 40(4): 983-1004.
80. Cappelli, P. (1995) ‘Rethinking employment’, British Journal of Industrial Relations 33(4): 563-602.
81. Cappelli, P. (1999) The New Deal at Work, Boston: Harvard Business School Press.
82. Cappelli, P. and Neumark, D. (2001) ‘Do “high performance” work practices improve establishment level outcomes?’ Industrial and Labor Relations Review, 54(4): 737-776.
83. Carmichael, L. (1983) ‘Firm-specific human capital and promotion ladders’, Bell Journal of Economics, 14(1): 251-258.
84. Chartered Institute of Personnel and Development (2006) The Changing HR Function: The Key Questions, Chartered Institute of Personnel and Development: London.
85. Child, J. and Partridge, B. (1982) The Lost Managers: Supervisors in Industry and Society. Cambridge: Cambridge University Press.
86. Child, J and McGrath, R. G. (2001) ‘Organisations unfettered: organisational form in an information-intensive economy’, Academy ofManagement Journal, 44(6): 1135-1148.
87. CIPD (2006) Reward Management Survey, London: Chartered Institute of Personnel and Development.
88. CIPD (2007a) Learning and Development 2007 Survey, London: Chartered Institute of Personnel and Development.
89. CIPD (2007b) CIPD HR Survey: the Changing HR Function, London: Chartered Institute of Personnel and Development.
90. CIPD (2007c) Latest Trends in Learning, Training and Development, London: Chartered Institute of Personnel and Development.
91. Clinton, M. and Guest, D. (2007) ‘Can employees fill the “black box” between HRM-per-formance? Examining a mediating model using both employer and employee reports’, Paper presented at the Dutch HRM network Conference, Tilburg, The Netherlands.
92. Coase, Ronald (1937) ‘The nature of the firm’, Economica, 4: 386-405.
93. Cohen-Charash, Y. and Spector, P. E. (2001) ‘The role of justice in organisations: a metaanalysis’ Organisational Behavior and Human Decision Processes 86(2): 278-321.
94. Coleman, J. S. (1990) Foundations of Social Theory. Cambridge: Mass., HUP.
95. Collins, H. (1993) ‘The Structure of Knowledge’, Social Research, 60: 95-116.
96. Collinson, D. L., Knights, D. and Collinson, M. (1990) Managing to Discriminate, London: Routledge.
97. Colquitt, Jason A. (2001) ‘On the dimensionality of organisational justice: a construct validation of a measure,’ Journal of Applied Psychology, 86(3): 386-400.
98. Combs, J., Yongmei, L., Hall, A. and Ketchen, D. (2006) ‘How much do high performance work practices matter? A meta-analysis of their effects on organisational performance’, Personnel Psychology, 59: 501-528.
99. Coyle-Shapiro, J. and Kessler, I. (2000) ‘Consequences of the psychological contract for the employment relationship: a large scale survey’, Journal of Management Studies 37(7): 903-930.
100. Coyle-Shapiro, J., Kessler, I. and Coleman, J. S. (1988) ‘Social capital in the creation of human capital’, American Journal of Sociology, 94: S94-S120.
101. Coyle-Shapiro, J., Kessler, I. and Purcell, J. (2004) ‘Exploring organisationally directed citizenship behaviour: reciprocity or “it’s my job”’, Journal of Management Studies, 41(1): 85-105.
102. Cunningham, I. and Hyman, J. (1995) ‘Transforming the HRM vision into reality: the role of line managers in implementing change,’ Employee Relations, 17(8): 5-20.
103. Cunningham, I. and Hyman, J. (1999) ‘Devolving human resource responsibilities to the line: beginning of the end or a new beginning for personnel?’ Personnel Review, 28(1/2): 9-27.
104. Currivan, D. B. (1999) ‘The causal order of job satisfaction and organisational commitment in models of employee turnover’, Human Resource Management Review, 9(4): 495-524.
105. Curry, J. P., Wakefield, D. S., Price, J. L. and Mueller C. W. (1986) ‘On the causal ordering of job satisfaction and organisational commitment’, Academy ofManagement Journal, 29: 847-858.
106. Datta, D. K., Guthrie, J. P and Wright, P M. (2005) ‘Human resource management and labor productivity: does industry matter?’ Academy ofManagement Journal, 48: 135-145.
107. Davenport, T. (1999) Human Capital, San Francisco: Jossey-Bass.
108. Davis-Blake, Alison and Uzzi, Brian (1993) ‘Determinants of employment externalisation: the case of temporary workers and independent contractors’, Administrative Science Quarterly, 38(2): 195-223.
109. De Ruyter, K. and Wetzels, M. (2000) ‘Determinants of a relational exchange orientation in the marketing manufacturing interface - an empirical investigation’, Journal ofManagement Studies, 37(2): 257-276.
110. DeSaâ-Pérez, Petra and Garcia-Falcôn, Juan Manuel (2002) ‘A resource-based view of human resource management and organisational capabilities development’ International Journal of Human Resource Management 13(1): 123-140.
111. Deal, T. E. and Kennedy, A. A. (1982) Corporate Cultures. Cambridge: Perseus Books.
112. Deery, S. J. and Iverson, R. (2005) ‘Labor management co-operation: antecedents and organisational performance’, Industrial and Labor Relations Review, 58(4): 588-610.
113. Deetz, S. (1995) Transforming Communication, Transforming Business: Building Responsive and Responsible Workplaces, Cresskill, NJ: Hampton Press.
114. DeGroot, M. H. (1984) Probability and Statistics, 2nd edn, Reading, MA: Addison-Wesley.
115. Delbridge, R. (2007) ‘HRM and contemporary manufacturing’ in P. Boxall, J. Purcell and P. Wright, (eds), The Oxford Handbook of Human Resource Management, Oxford: Oxford University Press.
116. Delery, J. (1998) ‘Issues of fit in strategic human resource management: implications for research’, Human Resource Management Review, 8(3): 289-309.
117. Delery, J. and Doty, D. (1996) ‘Modes of theorising in strategic human resource management: tests of universalistic, contingency and configurational performance predictions’, Academy ofManagement Journal, 39(4): 802-835.
118. Delery, J. and Shaw, J. (2001) ‘The strategic management of people in work organisations: review, synthesis and extension’, Research in Personnel and Human Resources Management, 20: 165-197.
119. DeLong, T. J. and Nanda, A. (2003) Professional Services: Text and Cases, New York: McGraw Hill.
120. Dougherty, T. W., Bluedorn A. C. and Keon T. L. (1985) ‘Precursors of employee turnover: A multiple-sample causal analysis’, Journal of Occupational Behaviour, 6, 259-271.
121. Dowling, B. and Richardson, R. (1997) ‘Evaluating performance related pay for managers in the national Health Service’, International Journal of Human Resource Management, 8(3) 348-366.
122. Dutton, J. E., Dukerich, J. M. and Harquail, C. V. (1994) ‘Organisational images and member identification’, Administrative Science Quarterly, 39: 239-263.
123. Dyer, J. H. and Nobeoka, K. (2000) ‘Creating and managing a high-performance knowledge-sharing network: the Toyota case’, Strategic Management Journal, 21: 345-367.
124. Dyer, L. and Reeves, T. (1995) ‘Human resource strategies and firm performance: what do we know and where do we need to go?’ International Journal of Human Resource Management, 6(3): 656-670.
125. Edwards, P. and Wright M. (2001) ‘High involvement work systems and performance outcomes: the strength of variable, contingent and context bound relationships’, International Journal of Human Resource Management, 12(4): 568-585.
126. Eisenberger, R., Huntington, R., Hutchison, S. and Sowa, D. (1986) ‘Perceived organisational support’, Journal of Applied Psychology, 71(3): 500-507.
127. Eisenberger, R., Jones, J. R., Aselage, J. and Sucharski, I. L. (2004) ‘Perceived organisational support’, in J. Coyle-Shapiro, L. M. Shore, M. S. Taylor and L. E. Tetrick (eds), The Employment Relationship: Examining Psychological and Contextual Perspectives, Oxford: Oxford University Press.
128. Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I. and Rhoades, L. (2002) ‘Perceived supervisor support: contributions to perceived organisational support and employee retention’, Journal of Applied Psychology, 87: 565-573.
129. Empson, L. (2001) ‘Fear of exploitation and fear of contamination: impediments to knowledge transfer in mergers between professional services firms’, Human Relations, 54(7): 839-862.
130. Empson, L. (2004) ‘Organisational identity change: Managerial regulation and member identification in an accounting firm acquisition’, Accounting Organisations and Society, 29: 145-176.
131. Empson, L. (2007) ‘Surviving and thriving in a changing world: the special nature of partnership’, in L. Empson (ed.), Managing the Modern Law Firm: New Challenges and New Perspectives, Oxford: Oxford University Press.
132. Epitropaki, O. and Martin, R. (2005) ‘From ideal to real: A longitudinal study of implicit leadership theories, leader-member exchanges and employee outcomes’, Journal of Applied Psychology, 90: 659-676.
133. Farkas, A. and Tetric, L. (1989) ‘A three-wave longitudinal analysis of the causal ordering of satisfaction and commitment in turnover decisions’, Journal of Applied Psychology, 74: 855-868.
134. Fenton O’Creevy, M. (2001) ‘Employee involvement and the middle manager: saboteur or scapegoat?’ Human Resource Management Journal, 11(2): 24-40.
135. Fombrun, C., Tichy, N. and Devanna, M. (1984) Strategic Human Resource Management, New York: Wiley.
136. Foulkes, F. K. (1980) Personnel Policies in Large Non-union Companies, Englewood Cliffs, NJ: Prentice Hall.
137. Fox, A. (1974) Beyond Contract: Work, Power and Trust Relations. London: Faber.
138. Frenkel, S. and Sanders, K. (2007) ‘Explaining variations in co-worker assistance in organisations’, Organisation Studies, 28(6): 797-823.
139. Frenkel, S., Korczynski, M., Shire, K. and Tam, M. (1999) On the Front Line: Work Organisation in the Service Economy, Ithaca, NY: ILR/Cornell University Press.
140. Fulmer, I., Gerhart, B. and Scott, K. (2003) ‘Are the 100 best better? An empirical investigation of the relationship between being a “great place to work” and firm performance’, Personnel Psychology, 56: 965-993.
141. Gaertner, S. (1999) ‘Structural determinants of job satisfaction and organisational commitment in turnover models’, Human Resource Management Review, 9(4): 479-493.
142. Gardner, H., Morris, T. and Anand, N. (2007) ‘Developing new practices: recipes for success’, in L. Empson (ed.), Managing the Modern Law Firm: New Challenges and New Perspectives, Oxford: Oxford University Press.
143. Gargiulo, M. and Benassi, M. (2000) Trapped in your own net? Network cohesion, structural holes, and the adaptation of social capital. Organisation Science, 11(2): 183-196.
144. Gelade, G. and Ivery, M. (2003) ‘The impact of human resource management and work climate on organisational performance’, Personnel Psychology, 56: 383-404.
145. Gelade, G. and Young, S. (2005) ‘Test of a service profit chain model in the retail banking sector’, Journal of Occupational and Organisational Psychology, 78: 1-22.
146. Gennard, J. and Kelly, J. (1997) ‘The unimportance of labels: the diffusion of the personnel/HRM function’, Industrial Relations Journal, 28(1): 27-42.
147. Gerhart, B. (2005) ‘Human resources and business performance: findings, unanswered questions and an alternative approach’, Management Revue, 16(2): 174-185.
148. Gerhart, B. and Milkovich, G. T. (1990) ‘Organisational differences in managerial compensation and financial performance’, Academy of Management Journal, 33: 663-691.
149. Gerhart, B., Wright, P., McMahan, G. and Scott, S. (2000) ‘Measurement error in research on human resources and firm performance: how much error is there and does it influence effect size estimates?’ Personnel Psychology, 5: 803-834.
150. Gerstner, C. R. and Day, D. V. (1997) ‘Meta-analytic review of leader-member exchange theory: Correlates and construct issues’, Journal of Applied Psychology, 82: 827-844.
151. Ghoshal, S. and Bartlett, C. A. (1995) ‘Changing the role of top management: beyond structure to process’, Harvard Business Review, January-February: 86-96.
152. Ghoshal, S. and Bartlett, C. A. (1997) The Individualised Corporation: A Fundamentally New Approach to Management : New York: Harper Business.
153. Gibson, D. E. and Barron, L. A. (2003) ‘Exploring the impact of role models on older employees’, Career Development International, 8(4): 198-209.
154. Godard, J. (2004) ‘A critical assessment of the high performance paradigm’, British Journal of Industrial Relations, 42(2): 349-378.
155. Golding, N. (2004) ‘Strategic human resource management’, in I. Beardwell, L. Holden and T. Claydon (eds), Human Resource Management, Harlow: Pearson.
156. Gonzalez, S. and Tacorante, D. (2004) ‘A new approach to the best practices debate: are best practices applied to all employees in the same way?’ International Journal of Human Resource Management, 15(1): 56-75.
157. Gordon, G. and DiTomaso, N. (1992) ‘Predicting corporate performance from organisational climate’, Journal ofManagement Studies, 26(6): 783-798.
158. Gospel, H. F. (1992) Markets, Firms and the Management of Labour in Modern Britain, Cambridge: Cambridge University Press.
159. Gouldner, A. (1960) ‘The norm of reciprocity: a preliminary statement’, American Sociological Review, 25: 161-178.
160. Goyder, M. (1998) Living Tomorrow’s Company, Aldershot: Gower.
161. Granovetter, M. (1973) ‘The strength of weak ties’, American Journal of Sociology, 78: 1360-1380.
162. Granovetter, M. (1985) ‘Economic action and social structure: the problem of embeddedness’, American Journal of Sociology, 91(3): 481-510.
163. Grant, D. (1999) ‘HRM, rhetoric and the psychological contract: a case of “easier said than done”’, International Journal of Human Resource Management, 10(2) 327-350.
164. Grant, R. (1996) ‘Towards a knowledge-based view of the firm’, Strategic Management Journal, 17: 109-122.
165. Gratton, L. (2000) Living Strategy: Putting People at the Heart of Corporate Performance, Hemel Hempstead: Prentice Hall.
166. Gratton, L., Hope-Hailey, V., Stiles, P. and Truss, C. (1999) Strategic Human Resource Management: Corporate Rhetoric and Human Reality, Oxford: Oxford University Press.
167. Greene, W. H. (2003) Econometric Analysis, 5th edn, Upper Saddle River, NJ: Pearson Education.
168. Greenwood, R. (2007) ‘The defining professionalism? The impact of management change’, in L. Empson (ed.), Managing the Modern Law Firm: New Challenges and New Perspectives, Oxford: Oxford University Press.
169. Greenwood, R. and Suddaby, R. (eds), (2006) Professional Service Firms Research in the Sociology of Organisations, Oxford: JAI Press.
170. Greenwood, R., Suddaby, R. and McDougald, M. (2006) ‘Introduction’, in R. Greenwood, and Suddaby, R. (eds), (2006) Professional Service Firms Research in the Sociology of Organisations, Oxford: JAI Press.
171. Grimshaw, D. and Miozzo, M. (2006) ‘Institutional effects on the IT outsourcing market: analysing clients, suppliers and staff transfers in Germany and the UK’, Organisation Studies, 27(9): 1229-1259.
172. Grimshaw, D. and Rubery, J. (2007) ‘Economics and HRM’, in P. Boxall, J. Purcell, and P. Wright (eds), The Oxford Handbook of Human Resource Management, Oxford: Oxford University Press.
173. Grimshaw, D., Ward, K., Rubery, J. and Beynon, H. (2001) ‘Organisation and the transformation of the internal labour market’, Work, Employment and Society, 15(1): 25-54.
174. Grimshaw, D., Marchington, M., Rubery J. and Willmott H. (2005) ‘Introduction: fragmenting work across organisational boundaries’ in M. Marchington, D. Grimshaw, J. Rubery and H. Willmott (eds), Fragmenting Work, Oxford: Oxford University Press.
175. Guest, D. (1987) ‘Human resource management and industrial relations’, Journal of Management Studies, 24(5): 503-521.
176. Guest, D. (1997) ‘Human resource management and performance: a review and research agenda’, International Journal of Human Resource Management, 8(3): 263-276.
177. Guest, D. (1998) ‘Is the psychological contract worth taking seriously?’ Journal of Organisational Behavior, 19: 649-664.
178. Guest, D. (2001) ‘Human resource management: when reality confronts theory’, International Journal of Human Resource Management, 12, 1092-1106.
179. Guest, D. (2007) ‘Human resource management and the worker: towards a new psychological contract?’ in P. Boxall, J. Purcell, and P. Wright (eds), The Oxford Handbook of Human Resource Management, Oxford: Oxford University Press.
180. Guest, D. and Conway, N. (2002) The State of the Psychological Contract, London: CIPD.
181. Guest, D. and King, Z. (2002) ‘HR and the bottom line’, People Management, 27: September, 29-34.
182. Guest, D. and Conway, N. (2004) Employee well-being and the psychological contract: a report for the CIPD, London: CIPD.
183. Guest, D. and King, Z. (2004) ‘Power, innovation and problem solving: the personnel managers’ three steps to heaven?’, Journal of Management Studies, 41(3): 401-423.
184. Guest, D., Michie, J., Conway, N. and Sheehan, M. (2003) ‘Human resource management and corporate performance in the UK’, British Journal of Industrial Relations, 41(2): 291-314.
185. Gulati, R. (1995) ‘Does familiarity breed trust? The implications of repeated ties for contractual choices’, Academy of Management Journal, 35: 85-112.
186. Gulati, R., Nohria, N. and Zaheer, A. (2000) ‘Strategic networks’, Strategic Management Journal, 21: 203-215.
187. Guthrie, J. (2001) ‘High-involvement work practices, turnover and productivity: evidence from New Zealand’, Academy of Management Journal, 44(1) 180-190.
188. Hair, J. F., Anderson, R. E., Tatham, R. L. and Black, W. C. (1998) Multivariate Data Analysis, 5th edn, New Jersey: Prentice-Hall.
189. Hales, C. (2005) ‘Rooted in supervision, branching into management: continuity and change in the role of first-line manager’, Journal of Management Studies, 42(3): 471-506.
190. Hamel, G. and Prahalad, C. (1994) Competing for the future, Boston, MA: Harvard Business School Press.
191. Hannah, D. and Iverson, R. (2004) ‘Employment relationships in context: implications for policy and practice’, in J. Coyle-Shapiro, L. Shore, S. Taylor and L. Tetrick (eds), The employment relationship: examining psychological and contextual perspectives, Oxford: Oxford University Press, pp. 332-350.
192. Harris, L. (2001) ‘Rewarding employee performance: line managers’ values, beliefs and perspectives’, International Journal of Human Resource Management, 12(7): 1182-1192.
193. Harter, J., Schmidt, F. and Haynes, T. (2002) ‘Business unit level relationships between employee satisfaction, employee engagement and business outcomes: a meta analysis’, Journal of Applied Psychology, 87(2): 268-279.
194. Hashimoto, M. (1979). ‘Bonus payments, on-the-job training and lifetime employment in Japan’, Journal of Political Economy, 87: 1086-1104.
195. Hashimoto, M. and Yu, Ben T. (1980). ‘Specific capital, employment contracts, and wage rigidity’, Bell Journal of Economics, 11(2): 536-549.
196. Hatch, M. J. and Schultz, M. (2002) ‘The dynamics of organisational identity’, Human Relations, 55(8): 989-1017.
197. Heinz, J. P. and Laumann, E. O. (1978) ‘The legal profession: client interests, professional roles, and social hierarchies’, Michigan Law Review, 76: 1111-1142.
198. Hendry, C. (1995) Human Resource Management. A Strategic Approach to Employment, London: Butterworth Heinemann.
199. Hesketh, A. and Fleetwood, S. (2006) ‘Beyond measuring the human resources-organisational performance link: applying critical realist meta-theory’, Organisation, 13(5) 677-700.
200. Heskett, J. L., Jones, T. O., Loveman, G. W., Sasser, W. E. Jr and Schlesinger, L. A. (1994) ‘Putting the service-profit chain to work’, Harvard Business Review, March/April: 164-174.
201. Hitt, M. A., Bierman, L., Shimizu, K. and Kochhar, R. (2001) ‘Direct and moderating effects of human capital on strategy and performance in professional service firms: a resource based perspective’, Academy ofManagement Journal, 44(1): 13-28.
202. Hodson, R. and Sullivan, T. (1995) The Social Organisation of Work, Washington: Wadsworth.
203. Hoffman, B. J., Blair, C. A., Meriac, J. P. and Woehr, D. J. (2007) ‘Expanding the Criterion Domain? A quantitative review of the OCB literature’, Journal of Applied psychology, 92(2): 555-566.
204. Hofstede, G., Neuijen, B., Ohayv, D. D. and Sanders, G. (1990) ‘Measuring organisational cultures: a qualitative and quantitative study across twenty cases’, Administrative Science Quarterly, 35: 286-316.
205. Hogg, M. A. and Abrams, D. (1988) Social Identifications: A Social Psychology of Intergroup Relations and Group Processes, London: Routledge.
206. Hogg, M. A. and Terry, D. J. (2000) ‘Social identity and self-categorization processes in organisational contexts’, Academy ofManagement Review, 25(1): 121-140.
207. Hui, C., Law, K. S. and Chen, Z. X. (1999) ‘A structural equation model of the effects of negative affectivity, leader-member exchange, and perceived job mobility on in-role and extra-role performance: a Chinese case’, Organisational Behavior and Human Decision Processes 77: 3-21.
208. Huselid, M. (1995) ‘The impact of human resource management practices on turnover, productivity and corporate financial performance’, Academy of Management Journal, 38(3): 635-672.
209. Huselid, M. and Becker, B. E. (2000) ‘Comment on “Measurement error in research on human resources and firm performance: how much error is there and how does it influence effect size estimates?” by Gerhart, Wright, McMahan and Snell’, Personnel Psychology, 53(4): 835-854.
210. Hutchinson, S. and Wood, S. (1995) Personnel and the Line: Developing the New Relationship, London: Chartered Institute of Personnel and Development.
211. Hutchinson, S. and Purcell, J. (2003) Bringing Policies to Life: the Vital Role of Front Line Managers, London: Chartered Institute of Personnel and Development.
212. Hutchinson, S. and Purcell, J. (2007) The Role of Line Managers in People Management, London: Chartered Institute of Personnel and Development.
213. Hutchinson, S., Kinnie, N., Purcell, J., Collinson, M., Scarborough, H. and Terry, M. (1998) Getting Fit, Staying Fit: Developing Lean and Responsive Ways of Working, IPD.
214. Ibarra, H. (1999) ‘Provisional selves: experimenting with image and identity in professional adaptation’ Administrative Science Quarterly, 44: 764-791.
215. Jackson, S. and Schuler, R. (1995) ‘Understanding human resource management in the context of organisations and their environments’, Annual Review of Psychology, 46: 237-264.
216. Jacoby, S. (2005) The Embedded Corporation: Corporate Governance and Employment Relations in Japan and the United States, Princeton, NJ: Princeton University Press.
217. James, W. (1950) The Principles of Psychology, New York: Dover.
218. Janis, I. L. (1982) Groupthink: Psychological Decisions of Policy Decisions And Fiascos, Boston, MA: Houghton Mifflin.
219. Judge, T., Thoresen, C., Bono, J. and Patton, G. (2001) ‘The job satisfaction-job performance relationship: a qualitative and quantitative review’, Psychological Bulletin, 127: 376-407.
220. Kabanoff, B., Waldersee, R. and Cohen, M. (1995) ‘Espoused values and organisational change themes’, Academy of Management Journal 38(4): 1075-1104.
221. Kacmar, K. M., Carlson, D. S. and Bryner, R. A. (1999) ‘Antecedents and consequences of organisational commitment: a comparison of two scales’, Educational Psychology Measures, 59: 976-994.
222. Kalleberg, A. L. (1977) ‘Work values and job rewards: A theory of job satisfaction’, American Sociological Review, 42: 124-143.
223. Kalleberg, A. L. and Moody, J. W. (1994) ‘Human resource management and organisational performance’, American Behavioral Scientist, 37(7): 948-962.
224. Kamdar, D. and Dyne, L. V. (2007) ‘The joint effects of personality and workplace social exchange relationships in predicting task performance and citizenship performance’, Journal of Applied Psychology, 92(5): 1286-1298.
225. Kamdar, D., McAllister D. J. and Turban, D. B. (2006) ‘All in a day’s work: how follower individual differences and justice perceptions predict OCB role definitions and behavior’, Journal of Applied Psychology, 91(4): 841-855.
226. Kang, S. C., Morris, S. and Snell, S. (2007) ‘Managing intellectual and capital architectures: HRM and bilateral learning in law firms’, Academy of Management Journal.
227. Kaplan, R. and Norton, D. (1996) The Balanced Scorecard: Translating Strategy into Action, Boston, MA: Harvard Business School Press.
228. Karamanos, A. (2003) ‘Complexity, identity and the value of knowledge-intensive exchanges’, Journal of Management Studies, 40(7): 1871-1890.
229. Katz, D. (1964) ‘The motivational basis of organisational behaviour’, Behavioral Science, 9: 131-146.
230. Kaufman, B. E. (2007) ‘The development of HRM in historical and international perspective’, in P. Boxall, J. Purcell and P. Wright (eds), The Oxford Handbook of Human Resource Management, Oxford: Oxford University Press.
231. Keenoy, T. (1997) ‘Review article: HRMism and the languages of representation’, Journal of Management Studies, 34(5): 825-841.
232. Kelley, R. E. (1985) The Gold Collar Worker: Harnessing the Brain Power of the New Workforce, Reading, MA: Addison-Wesley.
233. Kersley, B, Alpin, C., Forth, J., Bryson, A., Bewley, H., Dix, G. and Oxenbridge S. (2006) Inside the Workplace: Findings from the 2004 Workplace Employment Relations Survey, London: Department of Trade and Industry.
234. Kidd, J. and Smewing, C. (2001) ‘The role of supervisor in career and organisational commitment’ European Journal of Work and Organisational Psychology, 10(1): 25-40.
235. King, Z. (2003) ‘New or traditional careers? A study of UK graduates’ preferences’, Human Resource Management Journal, 13(1): 5-26.
236. Kinnie, N. and Parsons, J., (2004) ‘Managing client, employee and customer relations: constrained strategic choices in the management of human resources in a commercial call centre’, in S. Deery and N. Kinnie, Call Centres and Human Resource Management, Basingstoke: Palgrave Macmillan.
237. Kinnie, N., Purcell, J. and Hutchinson, S. (2000) ‘Managing the employment relationship in telephone call centres’ in K. Purcell, Changing Boundaries in Employment, Bristol: Bristol Academic Press.
238. Kinnie, N., Purcell, J. and Adams, M. (forthcoming) ‘Explaining employees’ experience of work in outsourced call centres: the influence of clients, owners and temporary work agencies’, Journal of Industrial Relations.
239. Kinnie, N., Purcell, J., Hutchinson, S., Rayton, B. and Swart, J. (2005) ‘Satisfaction with HR practices and commitment to the organisation: why one size does not fit all’, Human Resource Management Journal, 15(4): 9-29.
240. Kinnie, N., Swart, J., Snell, S., Morris, S. and Kang, Sung-Choon (2006) ‘Managing people and knowledge in professional service firms’, London: Chartered Institute of Personnel and Development.
241. Kinnie, N., Purcell, J., Hutchinson, S., Terry, M., Collinson, M. and Scarbrough, H. (1999) ‘Employment relations in SMEs: market driven or customer shaped?’ Employee Relations, 22(3): 218-235.
242. Koch, M. and McGrath, R. (1996) ‘Improving labor productivity: human resource policies do matter’, Strategic Management Journal, 17: 335-354.
243. Kochan, T. and Barocci, T. A. (1985) Human Resource Management and Industrial Relations: Text, Readings and Cases, Boston: Little Brown.
244. Korczynski, M. (2002) Human Resource Management in Service Work, Basingstoke: Palgrave.
245. Korsgaard, M. A., Schweiger, D. M. and Sapienza, H. J. (1995) ‘Building commitment, attachment and trust in strategic decision making teams: the role of procedural justice’, Academy ofManagement Journal, 38(1): 60-84.
246. Lam, A. (2005) ‘Work roles and careers of R&D scientists in networked organisations’, Industrial Relations, 44(2): 242-275.
247. Lam, A. (2007) ‘Transnational learning and knowledge transfer: a comparative analysis of Japanese and US MNCs’ overseas R&D laboratories’, in C. Smith, B. McSweeney and R. Fitzgerald (eds), Remaking Management Practices: Beyond Global and National Approaches, Cambridge: Cambridge University Press.
248. Lamming, R. (1993) Beyond Partnership, Hemel Hempstead: Prentice Hall.
249. Lance, C. E. (1991) ‘Evaluation of a structural model relating job satisfaction, organisational commitment, and precursors to voluntary turnover’, Multivariate Behavioral Research, 26: 137-162.
250. Larsen, H. H. and Brewster, C. (2003) ‘Line management responsibility for HRM: what is happening in Europe?’ Employee Relations, 25(3): 228-244.
251. Latham, G. P. and Wexley, K. N. (1981) Increasing Productivity through Performance Appraisal, Reading, MA: Addison-Wesley.
252. Lawler, E. E. (1992) ‘The ultimate advantage: creating the high-involvement organisation’, San Francisco, CA: Jossey-Bass.
253. Lazear, E. (1996) ‘Performance pay and productivity’, NBER working paper 5672, Cambridge, MA.
254. Leana, C. R. and van Buren, H. J. (1999) ‘Organisational social capital and employment practices’, Academy of Management Review, 24(3): 538-555.
255. Legge, K. (1978) Power, Innovation and Problem Solving in Personnel Management, London: McGraw-Hill.
256. Legge, K. (1995) Human Resource Management: Rhetorics and Realities, Basingstoke: Macmillan.
257. Legge, K. (2001) ‘Silver bullet or spent round? Assessing the meaning of the high commitment management/performance relationship,’ in J. Storey (ed.), Human Resource Management: A Critical Text, 2nd edn, London: Thompson.
258. Legge, K. (2005) Human Resource Management: Rhetorics and Realities, 2nd edn, Basingstoke: Palgrave Macmillan.
259. Lepak, D. and Snell, S. A. (1999) ‘The human resource architecture: toward a theory of human capital allocation and development’, Academy ofManagementReview, 24(1): 31-48.
260. Lepak, D. and Snell, S. (2002) ‘Examining the human resource architecture: the relationships among human capital, employment and human resource configurations’, Journal ofManagement, 28(4): 517-543.
261. Lepak, D. and Snell, S. (2007) ‘Employment sub-systems and the HR architecture’ in P. Boxall, J. Purcell and P. Wright (eds), The Oxford Handbook of Human Resource Management, Oxford: Oxford University Press.
262. Lepak, D., Takeucki, R. and Snell, S. A. (2003) ‘Employment flexibility and firm performance: examining the interaction effects of employment mode, environmental dynamism and technological intensity’, Journal ofManagement, 29: 681-703.
263. Lepak, D., Liao, H., Chung, Y. and Harden, E. E. (2006) ‘A conceptual review of human resource management systems in strategic human resource management research’, Personnel and Human Resource Management, 25: 217-271.
264. LePine, J. A., Erez, A. and Johnson, D. E. (2002) ‘The nature and dimensionality of organisational citizenship behavior: a critical review and meta-analysis’, Journal of Applied Psychology, 87(1): 52-65.
265. Lerner, M. J. (1980) The Belief in a Just World: a Fundamental Delusion, New York: Plenum Press.
266. Levinson, H. (1965) ‘Reciprocation: The relationship between man and organisation’, Administrative Science Quarterly, 9(4): 370-390.
267. Liden, R., Bauer, T. and Erdogan, B. (2004) ‘The role of leader member exchange in the dynamic relationship between employer and employee: implications for employee socialization, leaders and organisations’, in J. Coyle-Shapiro, L. Shore, S. Taylor and L. Tetrick (eds), The Employment Relationship: Examining Psychological and Contextual Perspectives, Oxford: Oxford University Press.
268. Lincoln, J. R. and Kalleberg, A. L. (1990) Culture, Control and Commitment: A study of Work Organisation And Work Orientations in the United States and Japan, Cambridge: Cambridge University Press.
269. Lincoln, J. R. and Kalleberg, A. L. (1996) ‘Commitment, quits and work organisation: A study of U.S. and Japanese plants’, Industrial and Labor Relations Review, 50: 738-760.
270. Liu, W., Lepak, D. P., Takeuchi, R. and Sims, H. P. (2003) ‘Matching leadership styles with employment modes: strategic human resource management perspective’, Human Resource Management Review, 12: 127-152.
271. Locke, E. A. (1976) ‘The nature and causes of job satisfaction’, in M. D. Dunnette (ed.), Handbook of Industrial and Organisational Psychology, Chicago: Rand-McNally.
272. Losey, M., Meisinger, S. R. and Ulrich, D. (2005) ‘Conclusion: reality, impact and professionalism’, Human Resource Management, 44(2): 201-206.
273. Lowendahl, B. (2005) Strategic Management in Professional Service Firms, 3rd edn, Copenhagen: Copenhagen Business School.
274. Lund, D. B. (2003) ‘Organisational culture and job satisfaction’, Journal of Business and Industrial Marketing, 18(3): 219-236.
275. McConville, T. and Holden, L. (1999) ‘The filling in the sandwich: HRM and middle managers in the health sector.’ Personnel Review, 28(5/6): 406-424.
276. MacDuffie, J. P. (1995) ‘Human Resource bundles and manufacturing performance: organisational logic and flexible production systems in the world auto industry’, Industrial and Labor Relations Review, 48(2): 197-221.
277. McGovern, P., Gratton, L., Hope-Hailey, V., Stiles, P. and Truss, C. (1997) ‘Human resource management on the line?’ Human Resource Management Journal, 7(4):12-29.
278. McGregor, D. (1960) The Human Side of Enterprise, New York: McGraw-Hill
279. McNabb, R. and Whitfield, K. (1997) ‘Unions, flexibility, teamworking and financial performance’, Organisation Studies, 18(5): 821-838.
280. Maddern, H., Maull, R., Smart, A. and Baker, P. (2007) ‘Customer satisfaction and service quality in UK financial services’ International Journal of Operations and Production Management 27(9): 998-1019.
281. Mael, F. A. and Ashforth, B. E. (1995) ‘Loyal from day one: biodata, organisational identification and turnover among newcomers’, Personnel Psychology, 48: 309-333.
282. Maignan, I. and Ferrell, O. C. (2001) ‘Corporate citizenship as a marketing instrument’ European Journal of Marketing, 35: 457-484.
283. Maister, D. (1993) Managing the Professional Services Firm, New York: Free Press.
284. Maister, D. (2003) Managing the Professional Service Firm, London: Simon and Schuster.
285. Marchington, M. (2001) ‘Employee Involvement at work’, in J. Storey (ed.), Human Resource Management: A critical text, 2nd edn, London: Thomson.
286. Marchington, M. and Grugulis, I. (2000) ‘Best practice human resource management: perfect opportunity or dangerous illusion?’, International Journal of Human Resource Management, 11(6): 1104-1124.
287. Marchington, M. and Wilkinson, A. (2002) People Management and Development: Human Resource Management at Work, London: Chartered Institute of Personnel and Development.
288. Marchington, M., Grimshaw, D., Rubery, J. and Willmott, H. (eds) (2005) Fragmenting Work, Oxford: Oxford University Press.
289. Marsden, D. (1999) A Theory of Employment Systems, Oxford: Oxford University Press.
290. Masten, S. (1988) ‘A Legal Basis for the Firm’, Journal of Law, Economics and Organisation, 4(1): 181-198.
291. Mathieu, J. E. (1991) ‘A cross-level nonrecursive model of the antecedents of organisational commitment and satisfaction’, Journal of Applied Psychology, 76: 607-618.
292. Maxwell, G. A. and Watson, S. (2006) ‘Perspectives on line managers in HRM: Hilton International’s UK hotels’, The International Journal of Human Resource Management, 17(6): 1152-1170.
293. May, T. Y., Korczynski, M. and Frenkel, S. J. (2002) ‘Organisational and occupational commitment: knowledge workers in large organisations’, Journal of Management Studies, 39(6): 775-801.
294. Meyer, J. P. and Herscovitch, L. (2001) ‘Commitment in the workplace: toward a general model’, Human Resource Management Review, 11: 299-326.
295. Meyer, J. P., Stanley, D. J., Herscovitch, L. and Topolnytsky, L. (2002) ‘Affective, continuance, and normative commitment to the organisation: a meta-analysis of antecedents, correlates, and consequences’, Journal of Vocational Behavior, 61: 20-52.
296. Miles, R. and Snow, C. C. (1978) Organisational Strategy, Structure and Process, New York: McGraw-Hill.
297. Miles, R. and C. Snow (1984) ‘Designing strategic human resources systems’, Organisational Dynamics, Summer: 36-52.
298. Milgrom, P. (1988) ‘Employment contracts, influence activities, and efficient organisation’, Journal of Political Economy, 96: 42-60.
299. Mintzberg, H. (1998) ‘Covert leadership: notes on managing professionals’, Harvard Business Review, November-December: 140-147.
300. Moorman, R. H. (1991) ‘Relationship between organisational justice and organisational citizenship behaviours: do fairness perceptions influence employee citizenship?’ Journal of Applied Psychology, 76: 845-855.
301. Morris, T. (2000) ‘Promotion policies and knowledge bases in the professional services firm’, in M. Peiperl, M. Arthur, R. Goffee and T. Morris (eds), Career Frontiers : Oxford: Oxford University Press, pp. 138-152.
302. Mowday, R. T., Steers, R. M. and Porter, L. W. (1979) ‘The measurement of organisational commitment’, Journal of Vocational Behavior, 14: 224-247.
303. Mowday, R. T., Steers, R. M. and Porter, L. W. (1982) Employee-Organisation Linkages: The Psychology of Commitment, Absenteeism, and Turnover, New York: Academic Press.
304. Mueller, F. (1996) ‘Human resources as strategic assets: an evolutionary resourced-based theory’, Journal ofManagement Studies, 33(6): 757-785.
305. Mueller, C. W., Wallace, J. E. and Price, J. L. (1992) ‘Employee commitment: resolving some issues’, Work and Occupations, 19: 211-236.
306. Nahapiet, J. and Ghoshal, S. (1998) ‘Social capital, intellectual capital and the organisation advantage’ Academy ofManagement Review, 23(2): 242-266.
307. Nalbantian, H. R. and Szostak A. (2004) ‘How Fleet Bank fought employee flight,’ Harvard Business Review, 116-125.
308. Newman, K. (2001) ‘SERVQUAL: a critical assessment of service quality measurement in a high street retail bank’, International Journal of Bank Marketing, 19(3): 126-139.
309. Nonaka, I. and Takeuchi, H. (1995) The Knowledge Creating Company: How Japanese Companies Create the Dynamics of Innovation. New York: Oxford University Press.
310. Oliver, A. L. and Ebers, M. (1998) ‘Networking network studies: an analysis of conceptual configurations in the study of inter-organisational relationships’, Organisation Studies, 19(4): 594-583.
311. Oliver, C. (1997) ‘Sustainable competitive advantage: combining institutional and resource-based views’, Strategic Management Journal, 18(9): 697-713.
312. O’Reilly, C. and Caldwell, D. (1980) ‘Job choice: the impact of intrinsic and extrinsic factors on subsequent satisfaction and commitment’, Journal of Applied Psychology, 65: 559-565.
313. O’Reilly, C. and Caldwell, D. (1981) ‘The commitment and job tenure of new employees: Some evidence of postdecisional justification’, Administrative Science Quarterly, 26: 597-616.
314. O’Reilly, C. and Chatman, J. (1996) ‘Culture as social control: corporations, culture and commitment’, Research in Organisational Behaviour, 18: 157-200.
315. O’Reilly, C. A., Chatman, J. and Caldwell, D. F. (1991) ‘People and organisational culture: A profile comparison approach to assessing person-organisation fit’, Academy of Management Journal, 34(3): 487-516.
316. Organ, D. W. (1988) Organisational Citizenship Behaviour: The Good Soldier Syndrome, Lexington, MA: Lexington Books.
317. Organ, D. W., Podsakoff, P. M. and MacKenzie, S. B. (2006) Organisational Citizenship Behavior: Its Nature, Antecedents, and Consequences, London: Sage.
318. Orlikowski, W. J. (2002) ‘Knowing in practice: Enacting a collective capability in distributed organising’, Organisation Science, 13(3): 249-273.
319. Osterman, P. (1987) ‘The choice of employment systems in internal labor markets’, Industrial Relations, 26: 46-67.
320. Osterman, P. and Burton, M. D. (2005) ‘Ports and ladders: the nature and relevance of internal labor markets in a changing world’, in P. Tolbert and R. Batt (eds), Oxford Handbook on Work and Organisation. Oxford: Oxford University Press.
321. Ostroff, C. (1992) ‘The relationship between satisfaction, attitudes and performance: an organisational level analysis’, Journal of Applied Psychology, 77: 963-974.
322. Ostroff, C. and Bowen, D. (2000) ‘Moving HR to a higher level: HR practices and organisational effectiveness’, in K. Klein and S. Kozlowski (eds), Multilevel Theory, Research and Methods in Organisations: Foundations, Extensions and New Directions, San Francisco: Jossey-Bass.
323. Paauwe, J. (2004) HRM-performance. Achieving Long Term Viability, Oxford: Oxford University Press.
324. Paauwe, J. (2007) ‘HRM-performance: in search of balance’, Inaugural address, Tilburg University: Tilburg.
325. Parasuraman, A., Zeithmal, V. A. and Berry, L. L. (1985) ‘A conceptual model of service quality and its implications for future research’, Journal of Marketing, 49: 41-50.
326. Park, S. H. (1996) ‘Managing an interorganisational network: a framework of the institutional mechanism for network control’, Organisation Studies, 17(5): 795-824.
327. Pass, S. (2006) The HR Function Today’s Challenges, Tomorrow’s Direction, CIPD: London.
328. Patterson, M., West, M., Lawthom, R. and Nickell, S. (1997) Impact of People Management Practices on Business Performance, London: Institute of Personnel and Development.
329. Paul, A. and Anantharaman, R. (2003) ‘Impact of people management on organisational performance: analysis of a causal model’, International Journal of Human Resource Management, 14(7): 1246-1266.
330. Pennings, J. M., Lee, K. and Van Witteloostuijn, A. (1998) ‘Human capital, social capital and firm dissolution’, Academy ofManagement Journal, 41(4): 425-440.
331. Peteraf, M. A. (1993) ‘The cornerstones of competitive advantage: a resource-based view’, Strategic Management Journal, 14: 179-192.
332. Peters, T. and Waterman, R. (1982) In Search of Excellence, New York: Harper and Rowe.
333. Peterson, D. K. (2004) ‘The relations between perceptions of corporate citizenship and organisational commitment’, Business and Society, 43: 296-319.
334. Pfeffer, J. (1994) Competitive Advantage Through People, Boston, MA: Harvard Business School Press.
335. Pfeffer, J. (1998) The Human Equation: Building Profits by Putting People First, Boston, MA: Harvard Business School Press.
336. Pinfield, L. T. and Berner, M. F. (1994) ‘Employment systems: toward a coherent conceptualization of internal labor markets’, Research in Personnel and Human Resources Management, 12:41-78.
337. Podsakoff P. M., MacKenzie, S. B., Moorman, R. H. and Fetter, R. (1990) ‘Transformational leader behaviors and their effects on followers’ trust in leader, satisfaction, and organisational citizenship behaviors’, Leadership Quarterly, 1: 107-142.
338. Podsakoff, P. M., MacKenzie, S. B., Paine J. B. and Bachrach, D. G. (2000) ‘Organisational citizenship behavior: a critical review of the theoretical and empirical literature and suggestions for future research’, Journal ofManagement, 26(3): 513-563.
339. Polanyi, M. (1966) The Tacit Dimension, London: Routledge and Kegan Paul.
340. Porter, L. W., Steers, R. M. and Mowday, R. T. (1974) ‘Organisational commitment, job satisfaction and turnover among psychiatric technicians’, Journal of Applied Psychology, 59(5): 603-609.
341. Porter, M. (1980) Competitive Strategy Techniques for Analysing Industries and Competitors, New York: Free Press.
342. Porter, M. (1996) ‘What is strategy?’ Harvard Business Review, November-December: 61-78.
343. Powell, W. (1990) ‘Neither market nor hierarchy: Network forms of organisation’, Research in Organisational Behaviour, 12: 295-336.
344. Powell, W. W., Koput, K. W. and Smith-Doerr, L. (1996) ‘Interorganisational collaboration and the locus of innovation: networks of learning in biotechnology’, Administrative Science Quarterly, 41: 116-145.
345. Pratt, M. G. and Foreman, P. O. (2000) ‘Classifying managerial responses to multiple organisational identities’, Academy ofManagement Review, 25(1): 18-42.
346. Price, J. L. (1997) Handbook of Organisational Measurement, Bradford, UK: MCB University Press.
347. Priem, R. L. and Butler, J. E. (2001) ‘Is the resource-based theory a useful perspective for strategic management research?’ Academy ofManagement Review, 26(1): 22-40.
348. Purcell, J. (1987) ‘Mapping management styles in employee relations.’ Journal of Management Studies, 24: 533-548.
349. Purcell, J. (1999) ‘The search for “best practice” and “best fit”: chimera or cul-de-sac?’, Human Resource Management Journal, 9(3): 26-41.
350. Purcell, J. and Hutchinson, S. (2007a) ‘Front-line managers as agents in the HRM-per-formance causal chain: theory, analysis and evidence’, Human Resource Management Journal, 17(1): 3-20.
351. Purcell, J. and Hutchinson, S. (2007b) Rewarding Work: the Vital Role of Line Managers, London: CIPD.
352. Purcell, J. and Kinnie, N. (2007) ‘Human resource management and business performance’, in P. Boxall, J. Purcell and P. Wright (eds), The Oxford Handbook of Human Resource Management, Oxford: Oxford University Press.
353. Purcell, J., Purcell, K. and Tailby, S. (2004b) ‘Temporary work agencies: here today, gone tomorrow?’, British Journal of Industrial Relations, 42(4): 705-725.
354. Purcell, J., Kinnie, N., Hutchinson, S., Rayton, B. and Swart, J. (2003) Understanding the People and Performance Link: Unlocking the Black Box, London: Chartered Institute of Personnel and Development.
355. Purcell, J., Kinnie, N., Hutchinson, S., Swart, J. and Rayton, B. (2004a) Vision and Values: Culture and Values as Sources of Competitive Advantage, London: CIPD.
356. Quinn, J. B. (1992) Intelligent Enterprise, New York: Free Press.
357. Rainnie, A. (1989) Industrial Relations in Small Firms, London: Routledge.
358. Ramsey, H., Scholarios, D. and Harley, B. (2000) ‘Employees and high performance work systems: testing inside the black box’, British Journal of Industrial Relations, 38(4): 501-531.
359. Rayton, B. (2006) ‘Examining the interconnection of job satisfaction and organisational commitment: an application of the bivariate probit model’, International Journal of Human Resource Management, 17(1): 139-154.
360. Rayton, B. (forthcoming) ‘Transaction cost economics, labor economics and human resource management’, in R G. Klein and M. E. Sykuta (eds), The Elgar Companion to Transaction Cost Economics.
361. Reagans, R. and Zuckerman, E. W. (2001) ‘Networks, diversity and productivity: the social capital of corporate R&D teams’, Organisation Science, 12(4): 502-517.
362. Redman, T. and Snape, E. (2005) ‘Unpacking commitment: multiple loyalties and employee behaviour’, Journal ofManagement Studies, 42(2): 301-328.
363. Reed, M. I. (1996) ‘Expert power and control in later modernity: an empirical review and theoretical synthesis’, Organisation Studies, 17(4): 573-597.
364. Reich, R. (1991) The Work of Nations: Preparing Ourselves for 21st Century Capitalism, London: Simon and Schuster.
365. Renwick, D. (2003) ‘Line manager involvement in HRM: an inside view’, Employee Relations, 35(3): 262-280.
366. Rhoades, L. and Eisenberger, R. (2002) ‘Perceived organisational support: a review of the literature’, Journal of Applied Psychology, 87(4): 698-714.
367. Riketta, M. and Landerer, A. (2005) ‘Does perceived threat to organisational status moderate the relationship between commitment and work behaviour?’ International Journal of Management, 22(2): 193-200.
368. Ring, P S. and Van de Ven, A. H. (1994) ‘Developmental processes of cooperative interor-ganisational relationships’, Academy ofManagement Review, 19(1): 90-118.
369. Robinson, S. (1996) ‘Trust and the breach of the psychological contract’, Administrative Science Quarterly, 41(4): 574-599.
370. Rousseau, D. (1990) ‘New hire perceptions of their own and their employer’s obligations’, Journal of Organisational Behavior, 11: 389-400.
371. Rousseau, D. (1995) Psychological Contracts in Organisations, Thousand Oaks, CA: Sage.
372. Rousseau, D., Sitkin, S., Burt, R. and Camerer, C. (1998) ‘Not so different after all: A cross-discipline view of trust’, Academy ofManagement Review, 23: 393-404.
373. Rubery, J., Earnshaw, J., Marchington, M., Cooke, F. L. and Vincent, S. (2002) ‘Changing organisational forms and the employment relationship’, Journal ofManagement Studies, 39(5): 645-672.
374. Rubery, J., Carroll, M., Cooke, F. L., Grugulis, I. and Earnshaw, J. (2004) ‘Human resource management and the permeable organisation: the case of the multi-client call centre’, Journal ofManagement Studies, 41(7): 1199-1222.
375. Rucci, A. J., Kern, S. P. and Quinn, R. T. (1998) ‘The employee-customer-profit chain at Sears’, Harvard Business Review 76(1): 82-97.
376. Rumelt, R. (1987) ‘Theory, strategy and entrepreneurship’, in Teece, D. (ed.), The Competitive Challenge, New York: Harper and Row.
377. Russ, F. A. and McNeilly, K. M. (1995) ‘Links among satisfaction, commitment and turnover intentions: the moderating effect of experience, gender and performance’, Journal of Business Research, 34(1): 57-65.
378. Ryan, A-M., Schmit, M. and Johnson, R. (1999) ‘Attitudes and effectiveness: examining relations at an organisational level’, Personnel Psychology, 49: 853-882.
379. Ryle, G. (1949) The Concept of Mind, London: Hutchinson.
380. Sako, M. (1992) Prices, Quality and Trust: Inter-organisational Relations in Britain and Japan, Cambridge: Cambridge University Press.
381. Scarbrough, H. (1999) ‘Knowledge as work: conflicts in the management of knowledge workers’, Technology Analysis and Strategic Management, 11(1): 5-16.
382. Scarbrough, H. (2000) ‘The HR implications of supply chain relationships’, Human Resource Management Journal, 10(1): 5-18.
383. Schein, E. (1978) Career Dynamics Matching Individual and Organisational Needs, Reading, MA: Addison-Wesley.
384. Schein, E. (1985) Organisational Culture and Leadership, San Francisco: Jossey-Bass.
385. Schein, E. (1996) ‘Culture: the missing concept in organisation studies’, Administrative Science Quarterly, 41(2): 229-240.
386. Schuler, R. (1990) ‘Repositioning the HR function: transformation or demise?’ Academy of Management Executive, 4(3): 49-60.
387. Schuler, R. and Jackson, S. (1987) ‘Linking competitive strategies and human resource management practices’, Academy ofManagement Executive, 1(3): 207-229.
388. Scott, S., and Lane, V. (2000) ‘A stakeholder approach to organisational identity’, Academy ofManagement Review, 25(1): 43-63.
389. Shaw, M. E. (1981) Group Dynamics: The Psychology Of Small Group Behavior. New York: McGraw-Hill.
390. Sherer, P. D. (1995) ‘Leveraging human assets in law firms: human capital structures and organisational capabilities’, Industrial and Labor Relations Review, 48(4): 671-691.
391. Sheridan, J. E. (1992) ‘Organisational culture and employee retention’, Academy of Management Journal, 35(5): 1036-1056.
392. Simon, H., (1951) ‘A formal theory of the employment relationship’, Econometrica, 19(3): 293-305.
393. Sinclair, D., Hunter, L. and Beaumont, R (1996) ‘Models of customer-supplier relations’, Journal of General Management, 22(2): 56-75.
394. Sinclair, R. R., Tucker, J. S., Cullen, J. C. and Wright, C. (2005) ‘Performance differences among four organisational commitment profiles’, Journal of Applied Psychology, 90(6): 1280-1287.
395. Sisson, K. (1993) ‘In search of HRM’, British Journal of Industrial Relations, 31: 201-210.
396. Skinner, W. (1981) ‘Big hat, no cattle: managing human resources’, Harvard Business Review, September-October: 106-114.
397. Smith, C. A., Organ, D. W. and Near, J. P. (1983) ‘Organisational citizenship behavior: its nature and antecedents’, Journal of Applied Psychology, 68(4): 653-663.
398. Smith, K. G., Collins, C. J. and Clark, K. D. (2005) ‘Existing knowledge, knowledge creation capability and the rate of new product introduction in high technology forms’, Academy of Management Journal, 48(2): 346-357.
399. Snell, S. A., Youndt, M. A. and Wright, P. M. (1996) ‘Establishing framework for research in strategic human resource management: Merging resource theory and organisational learning’, in G. R. Ferris (ed.), Research in Personnel and Human Resource Management : 61-90. Greenwich, CT: JAI Press.
400. Sobrero, M. and Schrader, S. (1998) ‘Structuring inter-firm relationships: a meta-analytical approach’, Organisation Studies, 19(4): 585-615.
401. Spector, P E. (1997) Job satisfaction: Application, assessment, cause, and consequences, Thousand Oaks, CA: Sage Publications.
402. Starbuck, W. (1992) ‘Learning by knowledge-intensive firms’, Journal of Management Studies, 29(6): 713-740.
403. Staw, B. M. (1980) ‘Rationality and justification in organisational life’, in L. L. Cummings and B. M. Staw (eds), Research in organisational behavior, 2: 45-80. Greenwich, CT: JAI Press.
404. Storey, J. (1992) Developments in the Management of Human Resources, Oxford: Blackwell.
405. Storey, J. (1995) Human Resource Management: A Critical Text, London: Routledge.
406. Swart, J. (2006) ‘Intellectual capital: disentangling an enigmatic concept’, Journal of Intellectual Capital, 7(2): 136-159.
407. Swart, J. (2007) ‘HRM and knowledge workers’ in R Boxall, J. Purcell, and P. Wright, (eds), The Oxford Handbook of Human Resource Management, Oxford: Oxford University Press.
408. Swart, J. and Kinnie, N. (2003) ‘Knowledge-intensive firms: the influence of the client on HR systems’, Human Resource Management Journal, 13(3): 37-55.
409. Swart, J. and Kinnie, N. (2004) Managing the Careers of Professional Knowledge Workers, London: CIPD.
410. Swart, J. and Powell, J. (2004) ‘Homogeneity and heterogeneity of knowledge structures’ Work in progress.
411. Swart, J. and Kinnie, N. (2007) ‘Simultaneity of learning orientations within a marketing agency’, Management Learning, 38(3): 337-357.
412. Swart, J., Kinnie, N. and Purcell, J. (2003) People and Performance in Knowledge Intensive Firms, London: CIPD.
413. Swart, J., Kinnie, N. and Rabinowitz, J. (2007) Managing Across Boundaries, London: Chartered Institute of Personnel and Development.
414. Tajfel, H. and Turner, J. C. (1986) ‘The social identity theory of intergroup behaviour’, in S. Worchel and W. G. Austin (eds), Psychology of Intergroup Relations, 2nd edn, Chicago: Nelson-Hall, pp. 7-24.
415. Tallman, S., Jenkins, M., Henry, N. and Pinch, S. (2004) ‘Knowledge, clusters, and competitive advantage’, Academy of Management Review, 29(2): 258-271.
416. Teachman, J. D., Paasch, K. and Carver, K. (1997) ‘Social capital and the generation of human capital’, Social Forces, 75(4): 1343-1359.
417. Tekleab, A. and Taylor, M. (2003) ‘Aren’t there two parties in the employment relationship? Antecedents and consequences of organisation-employee agreement on contract obligations and violations’, Journal of Organisational Behavior, 24: 585-608.
418. Tepper, B. J. and Taylor, E. C. (2003) ‘Relationships among supervisors and subordinates, procedural justice perceptions and organisational citizenship behaviours’, Academy of Management Journal, 46(1): 97-105.
419. Terpstra, D. E. and Rozelle, E. J. (1993) ‘The relationship of staffing practices to organisational level measures of performance’, Personnel Psychology, 46: 27-48.
420. Terry, M. (1977) ‘The inevitable growth of informality’, British Journal of Industrial Relations, 15(1): 76-90.
421. Thompson, M. (2000) Final Report: the Bottom Line Benefits of Strategic Human Resource Management. The UK Aerospace People Management Audit, Oxford: Oxford University Press.
422. Thurley, K. and Wirdenius, H. (1973) Supervision: A Re-appraisal. London: Heinemann.
423. Truss, K. (2001) ‘Complexities and controversies in linking HRM with organisational outcomes’, Journal ofManagement Studies, 38(8): 1121-1149.
424. Tsoukas, H. (1996). ‘The firm as a distributed knowledge system: a constructionist approach’, Strategic Management Journal, 17: 11-25.
425. Turner, J. C. (1985) ‘Social categorisation and the self-concept: Social cognitive theory of group behavior’, in E. E. Lawler (ed.), Advances in group processes, Greenwich, CT: JAI, pp. 77-122.
426. Tyson, S. (1987) ‘The Management of the Personnel Function’, Journal ofManagement Studies, 24(5): 523-532.
427. Uhl-Bien M, Graen, G. B. (1998) ‘Individual self-management: analysis of professionals’ self-managing activities in functional and cross functional work teams’, Academy of Management Journal, 41(1): 340-350.
428. Uhl-Bien, M. and Maslyn, J. (2003) ‘Reciprocity in manager-subordinate relationships: components, configurations and outcomes’, Journal ofManagement, 29(4): 511-532.
429. Uhl-Bien, M., Graen, G. and Scandura, L. (2000) ‘Indicators of leader-member exchange (LMX) for strategic human resource management systems’, Research in Personnel and Human Resource Management, 18: 137-185.
430. Ulrich, D. (1995) ‘Shared services: from vogue to value’, Human Resource Planning, 18(3): 12-23.
431. Ulrich, D. (1997) Human Resource Champions, Boston, MA: Harvard Business School Press.
432. Ulrich, D. and Brockbank, W. (2005) The HR Value Proposition, Boston MA: Harvard Business School Press.
433. Uzzi, B. (1996) ‘The sources and consequences of embeddedness for economic performance of organisations: the network effect’, American Sociological Review, 64: 674-698.
434. Uzzi, B., Lancaster, R. and Dunlap, S. (2007) ‘Weighing the worth of social ties: the embeddedness and the price of legal services in the large law firm market’, in L. Empson (ed.), Managing the Modern Law Firm: New Challenges and New Perspectives, Oxford: Oxford University Press.
435. Valcour, P. M. and Snell, S. A. (2002) ‘The boundaryless career and work force flexibility: developing human and social capital for organisational and individual advantage’, Annual Meeting of the Academy of Management, Denver, CO.
436. Van Deth, J. F. (2003) ‘Measuring social capital: orthodoxies and continuing controversies’, International Journal of Social Research Methodology, 6(1): 79-92.
437. Vandenberg, R. J. and Lance, C. E. (1992) ‘Examining the causal order of job satisfaction and organisational commitment’, Journal of Management, 18: 153-167.
438. Veblen, T. (1924) The Theory of the Leisure Class: An Economic Study of Institutions. New York.
439. Verburg, R. M. (1998) ‘Human resource management: optimale HRM-praktijken en configuraties’, Amsterdam: Vrije universiteit Amsterdam.
440. Von Glinow, M. A. (1988) New Professionals: Managing Today’s High Technology Employees, Boston: Addison-Wesley.
441. Vroom, V. (1964) Work and Motivation, Chichester: John Wiley and Sons Ltd.
442. Wacjman, J. (2000) ‘Feminism freeing industrial relations in Britain’, British Journal of Industrial Relations, 38(2): 183-202.
443. Wall, T. and Wood, S. (2005) ‘The romance of HRM and business performance, and the case for big science’, Human Relations, 58(4): 29-62.
444. Wallace, J. E. (1995) ‘Corporatist control and organisational commitment among professionals: the case of lawyers working in law firms’, Social Forces, 73: 811-840.
445. Walton, R. E. (1985) ‘From control to commitment in the workplace’, Harvard Business Review, 63: March-April: 76-84.
446. Way, S. (2002) ‘High performance work systems and intermediate indicators of firm performance within the US small business sector’, Journal of Management, 28(6): 765-785.
447. Wenger, E. (2000) Communities of practice and social learning systems. Organisation, 7(2): 225-246.
448. Wernerfelt, B. (1984) ‘A resource-based view of the firm’, Strategic Management Journal, 5(2): 171-180.
449. West, M. A., Borrill, C., Dawson, J., Scully, J., Carter, M., Anelay, S., Patterson, M. and Waring, J. (2002) ‘The link between the management of employees and patient mortality in acute hospitals’, International Journal of Human Resource Management, 13(8): 1299-1310.
450. Westphal, J. D., Seidel, M. L. and Stewart, K. J. (2001) ‘Second-order imitation: uncovering latent effects of board network ties’, Administrative Science Quarterly, 46: 717-747.
451. White, H. (1980) ‘A heteroscedasticity-consistent covariance matrix estimator and a direct test for heteroscedasticity’, Econometrica, 48: 817-838.
452. Whitener, E. M. (2001) ‘Do “high commitment” human resource practices affect employee commitment? A cross-level analysis using hierarchical linear modelling’ Journal of Management, 27: 515-535.
453. Whittaker, S. and Marchington, M. (2003) ‘Devolving HR responsibility to the line: threat, opportunity or partnership?’ Employee Relations, 36(3): 245-261.
454. Williams, L. J. and Anderson, S. E. (1991) ‘Job satisfaction and organisational commitment as predictors of organisational citizenship and in-role behaviors’, Journal of Management, 17(3): 601-617.
455. Williamson, O. E. (1979) ‘Transaction cost economics: the governance of contractual relations’, Journal of Law and Economics, 22: 233-261.
456. Williamson, O. E. 1985. The Economic Institutions of Capitalism, New York: Free Press.
457. Williamson, O. E., Watcher, M. L. and Harris, J. E. (1975) ‘Understanding the employment relation: the analysis of idiosyncratic exchange’, Bell Journal of Economics, 6: 250-278.
458. Witt, L. A. (1991) ‘Exchange ideology as a moderator of job attitudes-organisational citizenship behaviors relationships’, Journal of Applied Social Psychology, 16: 1490-1502.
459. Wood, S. (1999) ‘Human resource management and performance’, International Journal ofManagement Reviews, 1(4): 367-413.
460. Wood, S. and Albanese, P. (1995) ‘Can we speak of high commitment management on the shop floor?’, Journal of Management Studies, 33(1): 53-77.
461. Wood, S. and De Menezes, L. (1998) ‘High commitment management in the UK: evidence from the Workplace Industrial Relations Survey, and Employers’ Manpower and Skills Practices Survey’, Human Relations, 51(4): 485-515.
462. Wright, P. and Snell, S. (1998) ‘Toward a unifying framework for exploring fit and flexibility in strategic human resource management’, Academy of Management Review, 23(4): 756-772.
463. Wright, P. and Gardner, T. M. (2000) Theoretical and Empirical Challenges in Studying the HR practice-Firm Performance Relationship. Paper for the European Institute for Advanced Studies in Management.
464. Wright, P. and Boswell, W. (2002) ‘Desegregating HRM: a review and synthesis of micro and macro human resource management research’, Journal ofManagement, 28(3): 247-276.
465. Wright, P. and Gardner, T. (2004) ‘The human resource-firm performance relationship: methodological and theoretical challenges’, in D. Holman, T. Wall, C. Clegg, P. Sparrow and A. Howard (eds), The New Workplace: A Guide to the Human Impact of Modern Work Practices. London: John Wiley.
466. Wright, P. and Nishii, L. (2004) ‘Strategic HRM and organisational behaviour: integrating multiple level analysis’, Paper presented at the international seminar on HRM: What next? Erasmus Universiteit, Rotterdam.
467. Wright, P., McMahan, G. and McWilliams, A. (1994) ‘Human resources and sustained competitive advantage: a resource-based perspective’, International Journal of Human Resource Management, 5(2): 301-326.
468. Wright, P., Gardner, T. and Moynihan, L. M. (2003) ‘The impact of HR practices on the performance of business units’, Human Resource Management Journal, 13(3): 21-36.
469. Wright, P., Gardner, T., Moynihan, L. M. and Allen, M. (2005) ‘The HR-performance relationship: examining causal direction’, Personnel Psychology, 58(2): 409-446.
470. Yoon, M. H., Seo, J. H. and Yoon, T. S. (2004) ‘Effects of contact employee supports on critical employee responses and customer service evaluation’, Journal of Services Marketing, 18(5): 395-412.
471. Youndt, M., Snell, S., Dean, J. and Lepak, D. (1996) ‘Human resource management, manufacturing strategy and firm performance’, Academy ofManagement Journal, 39(4): 836-866.
472. Zuboff, S. (1988) In the Age of the Smart Machine: The Future of Work and Power, New York: Basic Books.