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dc.contributor.authorWright, Patrick M.
dc.contributor.authorKehoe, Rebecca R.
dc.date.accessioned2020-11-25T14:55:25Z
dc.date.available2020-11-25T14:55:25Z
dc.date.issued2007-12-01
dc.identifier.other440051
dc.identifier.urihttps://hdl.handle.net/1813/77356
dc.description.abstractThis paper examines newer conceptualizations of HRM practices in the HR-Performance Relationship as well as newer conceptualizations of commitment. Juxtaposing these categories of HR practices and types of commitment provides a clearer theoretical rational for at least some ways that HR practices can influence organizational performance, be that positive or negative. Implications for research are then discussed.
dc.language.isoen_US
dc.subjecthuman resource
dc.subjectmanagement
dc.subjectperformance
dc.subjectcommitment
dc.titleHuman Resource Practices and Organizational Commitment: A Deeper Examination
dc.typepreprint
dc.description.legacydownloadsWP07_15.pdf: 37774 downloads, before Oct. 1, 2020.
local.authorAffiliationWright, Patrick M.: pmw6@cornell.edu Cornell University
local.authorAffiliationKehoe, Rebecca R.: Cornell University


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