Research on the human resource practices of family businesses: A domain worthy of further study.
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- Human Resource Management, 2018, v. 57, n. 5, p. 955, doi. 10.1002/hrm.21939
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- Article
Works matching IS 00904848 AND DT 2018 AND VI 57 AND IP 5
Results: 26
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High‐commitment work systems and middle managers' innovative behavior in the Chinese context: The moderating role of work‐life conflicts and work climate.
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- Human Resource Management, 2018, v. 57, n. 5, p. 1317, doi. 10.1002/hrm.21922
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Are embedded employees active or passive? The roles of learning goal orientation and preferences for wide task boundaries and job mobility in the embeddedness–voice link.
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- Human Resource Management, 2018, v. 57, n. 5, p. 1251, doi. 10.1002/hrm.21898
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4
Recruiting under the influence: New labor market entrants' reactions to workplace drinking norms.
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- Human Resource Management, 2018, v. 57, n. 5, p. 1303, doi. 10.1002/hrm.21906
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Negative and positive synergies: On employee development practices, motivational climate, and employee outcomes.
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- Human Resource Management, 2018, v. 57, n. 5, p. 1285, doi. 10.1002/hrm.21904
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6
Relationship between innovation‐led HR policy, strategy, and firm performance: A serial mediation investigation.
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- Human Resource Management, 2018, v. 57, n. 5, p. 1271, doi. 10.1002/hrm.21903
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7
Paying it forward? The mixed effects of organizational inducements on executive mentoring.
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- Human Resource Management, 2018, v. 57, n. 5, p. 1189, doi. 10.1002/hrm.21901
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8
Moderating effect of pay dispersion on the relationship between employee share ownership and labor productivity.
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- Human Resource Management, 2018, v. 57, n. 5, p. 1083, doi. 10.1002/hrm.21899
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9
The “HR–line‐connecting HRM system” and its effects on employee turnover.
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- Human Resource Management, 2018, v. 57, n. 5, p. 1219, doi. 10.1002/hrm.21905
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- Article
10
The social context of compensation design: Social norms and the impact of equity incentives.
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- Human Resource Management, 2018, v. 57, n. 5, p. 1233, doi. 10.1002/hrm.21897
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11
HR on board! The implications of human resource expertise on boards of directors for diversity management.
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- Human Resource Management, 2018, v. 57, n. 5, p. 1127, doi. 10.1002/hrm.21896
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12
Motivating employee referrals: The interactive effects of the referral bonus, perceived risk in referring, and affective commitment.
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- Human Resource Management, 2018, v. 57, n. 5, p. 1159, doi. 10.1002/hrm.21895
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13
Why does repatriate career success vary? An empirical investigation from both traditional and protean career perspectives.
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- Human Resource Management, 2018, v. 57, n. 5, p. 1049, doi. 10.1002/hrm.21888
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14
Organizing the HRM function: Responses to paradoxes, variety, and dynamism.
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- Human Resource Management, 2018, v. 57, n. 5, p. 1111, doi. 10.1002/hrm.21893
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15
Lack of diversification among employee stock owners: An empirical evaluation of behavioral explanations.
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- Human Resource Management, 2018, v. 57, n. 5, p. 1175, doi. 10.1002/hrm.21892
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16
Cross‐level effects of support climate: Main and moderating roles.
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- Human Resource Management, 2018, v. 57, n. 5, p. 1205, doi. 10.1002/hrm.21891
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17
Mechanisms linking acculturation, work–family conflict, and subjective well‐being among Chinese immigrants in New Zealand.
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- Human Resource Management, 2018, v. 57, n. 5, p. 1097, doi. 10.1002/hrm.21890
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18
Shift work and sickness absence—the mediating roles of work–home conflict and perceived health.
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- Human Resource Management, 2018, v. 57, n. 5, p. 1145, doi. 10.1002/hrm.21894
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19
Effects of high‐performance work systems on transformational leadership and team performance: Investigating the moderating roles of organizational orientations.
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- Human Resource Management, 2018, v. 57, n. 5, p. 1065, doi. 10.1002/hrm.21886
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- Article
20
Employee participation in employee stock ownership plans: Cross‐level interaction effects of institutions and workgroup behavior.
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- Human Resource Management, 2018, v. 57, n. 5, p. 1023, doi. 10.1002/hrm.21885
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21
Customer misbehavior and store managers' work‐to‐family enrichment: The moderated mediation effect of work meaningfulness and organizational affective commitment.
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- Human Resource Management, 2018, v. 57, n. 5, p. 1039, doi. 10.1002/hrm.21883
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22
Applicants’ likelihood to apply for jobs at professional service firms: The role of different career models.
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- Human Resource Management, 2018, v. 57, n. 5, p. 1009, doi. 10.1002/hrm.21878
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23
Issue Information.
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- Human Resource Management, 2018, v. 57, n. 5, p. 947, doi. 10.1002/hrm.21865
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- Article
24
Managing Family Members: How Monitoring and Collaboration Affect Extra‐Role Behavior in Family Firms.
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- Human Resource Management, 2018, v. 57, n. 5, p. 957, doi. 10.1002/hrm.21825
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25
Managerial Family Ties and Employee Risk Bearing in Family Firms: Evidence from Spanish Car Dealers.
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- Human Resource Management, 2018, v. 57, n. 5, p. 993, doi. 10.1002/hrm.21829
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26
A Piece of the Pie? The Effects of Familial Control Enhancements on the Use of Broad‐Based Employee Ownership Programs in Family Firms.
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- Human Resource Management, 2018, v. 57, n. 5, p. 979, doi. 10.1002/hrm.21828
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- Article