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Research productivity patterns in the organizational behavior and human resource management literature
In: International journal of human resource management, Band 26, Heft 4, S. 467-484
ISSN: 1466-4399
International perspectives on organizational behavior and human resource management Betty Jane Punnett (2004)
In: Canadian journal of administrative sciences: Revue canadienne des sciences de l'administration, Band 22, Heft 3, S. 268-268
ISSN: 1936-4490
Digging deeper or piling it higher? Implicit measurement in organizational behavior and human resource management
In: Human resource management review, Band 23, Heft 3, S. 229-241
ISSN: 1053-4822
Generalizing from Laboratory to Field Settings: Research Findings from Industrial-Organizational Psychology, Organizational Behavior, and Human Resource Management
In: Administrative Science Quarterly, Band 32, Heft 3, S. 465
Management of organizational behavior: leading human resources
In: Always learning
Contextual Performance and Organizational Citizenship Behavior in Human Resource Management
In: Human resource management review, Band 10, Heft 1, S. 1-2
ISSN: 1053-4822
Human Resource Management and Organizational Behavior of Public Research Institutions
In: International journal of public administration, Band 36, Heft 4, S. 256-268
ISSN: 1532-4265
Human Resource Management and Organizational Behavior of Public Research Institutions
In: International Journal of Public Administration, 36: 256–268, 2013
SSRN
Human Resource Management and Organizational Behavior of Public Research Institutions
In: International journal of public administration: IJPA, Band 36, Heft 4, S. 256-268
ISSN: 0190-0692
Organizational Technologies and Human Resource Management
In: Human relations: towards the integration of the social sciences, Band 54, Heft 2, S. 193-213
ISSN: 1573-9716, 1741-282X
This article develops a model that integrates organizational level technology research with human resource management strategies. The model relates dimensions of technical processes to human resource practices, focusing on practices used to develop employees. These relationships are mediated by the type of skills employees use. An empirical study of 139 employees found support for two hypotheses developed from the model. Results suggested that technology and HRM activities are connected through the level of cognitive skill complexity and the amount of support employees receive in developing new skills. Due to changes in the way decisions are made in organizations today (for example, making more decisions at lower levels) the connection between the work process, the skills employees need, and the emphasis on developing employees will become increasingly important.
Organizational justice and human resource management
In: Foundations for organizational science