Leveraging relational analytics in human resource research and practice.
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- Human Resource Management, 2023, v. 62, n. 4, p. 377, doi. 10.1002/hrm.22172
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- Article
Works matching IS 00904848 AND DT 2023 AND VI 62 AND IP 4
Results: 17
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Effective communication for relational coordination in remote work: How job characteristics and HR practices shape user–technology interactions.
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- Human Resource Management, 2023, v. 62, n. 4, p. 511, doi. 10.1002/hrm.22161
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- Article
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Communication quality and relational self‐expansion: The path to leadership coaching effectiveness.
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- Human Resource Management, 2023, v. 62, n. 4, p. 661, doi. 10.1002/hrm.22156
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- Article
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A relational perspective on supervisor‐initiated turnover: Implications for human resource management based on a multi‐method investigation of leader–member exchange relationships.
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- Human Resource Management, 2023, v. 62, n. 4, p. 547, doi. 10.1002/hrm.22152
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- Article
5
HR practices and work relationships: A 20 year review of relational HRM research.
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- Human Resource Management, 2023, v. 62, n. 4, p. 391, doi. 10.1002/hrm.22151
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- Article
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Exploring the socio‐political dynamics of front‐line managers' HR involvement: A qualitative approach.
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- Human Resource Management, 2023, v. 62, n. 4, p. 615, doi. 10.1002/hrm.22150
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- Article
7
Social networks and citizenship behavior: The mediating effect of organizational identification.
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- Human Resource Management, 2023, v. 62, n. 4, p. 461, doi. 10.1002/hrm.22144
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Building then dismantling relational coordination: Mechanisms that distinguish functional and dysfunctional dynamics between HR practices and relational coordination.
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- Human Resource Management, 2023, v. 62, n. 4, p. 529, doi. 10.1002/hrm.22141
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9
A relational view of shiftwork: Co‐scheduling with higher performers.
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- Human Resource Management, 2023, v. 62, n. 4, p. 429, doi. 10.1002/hrm.22137
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- Article
10
The multiple roles of network ties in the employee job search process.
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- Human Resource Management, 2023, v. 62, n. 4, p. 491, doi. 10.1002/hrm.22135
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A social network perspective on workplace inclusion: The role of network closure, network centrality, and need for affiliation.
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- Human Resource Management, 2023, v. 62, n. 4, p. 477, doi. 10.1002/hrm.22131
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12
Contextualizing social networks: The role of person–organization fit in the network–job performance relationship.
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- Human Resource Management, 2023, v. 62, n. 4, p. 445, doi. 10.1002/hrm.22129
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Riding the wave to recovery: Relational energy as an HR managerial resource for employees during crisis recovery.
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- Human Resource Management, 2023, v. 62, n. 4, p. 581, doi. 10.1002/hrm.22117
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- Article
14
Emphasizing "me" or "we": Training framing and self‐concept in network‐based leadership development.
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- Human Resource Management, 2023, v. 62, n. 4, p. 637, doi. 10.1002/hrm.22112
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- Article
15
Organizational social activities and knowledge management behaviors: An affective events perspective.
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- Human Resource Management, 2023, v. 62, n. 4, p. 413, doi. 10.1002/hrm.22109
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16
Learning to listen: Downstream effects of listening training on employees' relatedness, burnout, and turnover intentions.
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- Human Resource Management, 2023, v. 62, n. 4, p. 565, doi. 10.1002/hrm.22103
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17
Issue Information.
- Published in:
- Human Resource Management, 2023, v. 62, n. 4, p. 373, doi. 10.1002/hrm.22072
- Publication type:
- Article