The DOI matches its Crossref record.
EFFECTS OF HUMAN RESOURCE SYSTEMS ON MANUFACTURING PERFORMANCE AND TURNOVER.
Abstract
Using an empirical taxonomy identifying two types of human resource systems, “control” and “commitment,” this study tested the strategic human resource proposition that specific combinations of policies and practices are useful in predicting differences in performance and turnover across steel “minimills.” The mills with commitment systems had higher productivity, lower scrap rates, and lower employee turnover than those with control systems. In addition, human resource system moderated the relationship between turnover and manufacturing performance.
Overview
The claims and statistics of this paper haven’t been checked yet.
Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.
Integrity signals
Registry
Cites
Statistics
Verification
Claims the paper makes
The claims and statistics of this paper haven’t been checked yet.
Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.
Self-check
Percentages, sums and reported differences re-computed from the paper’s own numbers.
The self-check needs the paper’s full text.
Citations
Cited by
HUSELID, M. A. (1995) · Academy of Management Journal · doi:10.2307/256741 · Cited by 9,342
A set-theoretic approach to organizational configurations
Fiss, P. C. (2007) · Academy of Management Review · doi:10.5465/amr.2007.26586092 · Cited by 2,225
Human resource management and performance: a review and research agenda
Guest, D. E. (1997) · The International Journal of Human Resource Management · doi:10.1080/095851997341630 · Cited by 1,908
NISHII, L. H., LEPAK, D. P., & SCHNEIDER, B. (2008) · Personnel Psychology · doi:10.1111/j.1744-6570.2008.00121.x · Cited by 1,410
Kramar, R. (2014) · The International Journal of Human Resource Management · doi:10.1080/09585192.2013.816863 · Cited by 960
Nishii, L. H., & Mayer, D. M. (2009) · Journal of Applied Psychology · doi:10.1037/a0017190 · Cited by 689
Creating value for employees: investment in employee development
Lee, C. H., & Bruvold, N. T. (2003) · The International Journal of Human Resource Management · doi:10.1080/0958519032000106173 · Cited by 632
Boon, C., Den Hartog, D. N., Boselie, P., & Paauwe, J. (2011) · The International Journal of Human Resource Management · doi:10.1080/09585192.2011.538978 · Cited by 463
Heneman, R. L., Tansky, J. W., & Camp, S. M. (2000) · Entrepreneurship Theory and Practice · doi:10.1177/104225870002500103 · Cited by 429
The greening of strategic HRM scholarship
Jackson, S. E., & Seo, J. (2010) · Organization Management Journal · doi:10.1057/omj.2010.37 · Cited by 421
'Best practice' human resource management: perfect opportunity or dangerous illusion?
Marchington, M., & Grugulis, I. (2000) · The International Journal of Human Resource Management · doi:10.1080/09585190050177184 · Cited by 384
Gerhart, B., & Fang, M. (2015) · Annual Review of Organizational Psychology and Organizational Behavior · doi:10.1146/annurev-orgpsych-032414-111418 · Cited by 377
Behavior change versus culture change: Divergent approaches to managing workplace safety
DeJoy, D. M. (2005) · Safety Science · doi:10.1016/j.ssci.2005.02.001 · Cited by 236
The "HR–line-connecting HRM system" and its effects on employee turnover
Kim, S., Su, Z., & Wright, P. M. (2018) · Human Resource Management · doi:10.1002/hrm.21905 · Cited by 47
Human resource management: the promise, the performance, the consequences
Brewster, C., Gooderham, P. N., & Mayrhofer, W. (2016) · Journal of Organizational Effectiveness: People and Performance · doi:10.1108/joepp-03-2016-0024 · Cited by 42
Ihemereze, K. C., Eyo-Udo, N. L., Egbokhaebho, B. A., Daraojimba, C., Ikwue, U., & Nwankwo, E. E. (2023) · International Journal of Advanced Economics · doi:10.51594/ijae.v5i7.548 · Cited by 38
Measuring Employee Expectations in a Strategic Human Resource Management Research: Job Satisfaction
Oraman, Y., Unakıtan, G., & Selen, U. (2011) · Procedia - Social and Behavioral Sciences · doi:10.1016/j.sbspro.2011.09.022 · Cited by 29
Organizations’ Management Configurations Towards Environment and Market Performances
Ren, S., Fan, D., & Tang, G. (2023) · Journal of Business Ethics · doi:10.1007/s10551-022-05299-4 · Cited by 25
Ensuring corporate travel compliance – Control vs. commitment strategies
Holma, A.-M., Bask, A., & Kauppi, K. (2015) · Tourism Management · doi:10.1016/j.tourman.2015.04.008 · Cited by 19
Metadata
- Authors
- Arthur, J. B.
- Venue
- Academy of Management Journal
- Publisher
- Academy of Management
- Published
- 1994-06-01
- Volume
- 37
- Issue
- 3
- Pages
- 670-687
- ISSN
- 0001-4273 (ISSN-L)
- 1948-0989
- OpenAlex
- W2121848940
- Cited by
- 3,210
- References
- 0
- FWCI
- 40.27
- Type
- journal article
- Language
- en
- Open access
- closed
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
Are you an author, or do you see a problem with this page? Request a review
Data sources
Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
