All Stories

  1. When commitment isn’t enough: The cross-cultural interactive effects of commitment-inducement and compliance-enforcement on performance
  2. The Effects of Internal Marketing Climate On Hotel Effectiveness and Competitive Excellence
  3. The Intuitive and Counterintuitive Effects of Supportive and Abusive Supervision on Hotel Employees
  4. The roles of justice climates on high-investment human resource system and unit/individual performance relationships
  5. Cross-level effects of support climate: Main and moderating roles
  6. HR flexibility: Precursors and the contingent impact on firm financial performance
  7. Employee innovative behavior
  8. The effects of market orientation and strategic management accounting on hotel performance
  9. Service Innovation
  10. Middle manager behavioral integrity and performance
  11. Airline passenger pre-flight and in-flight service quality and passenger satisfaction and loyalty
  12. Effective Human Capital Management
  13. Attitudes and perceptions toward affirmative action programs
  14. Investigating Work–Family Balance, Job Anxiety, and Turnover Intentions As Predictors of Health Care and Senior Services Customer-Contact Employee Voluntary Turnover
  15. HR flexibility and firm performance
  16. Flexibility-Oriented HRM Systems, Absorptive Capacity, and Market Responsiveness and Firm Innovativeness
  17. HR flexibility
  18. High-investment human resource system use and small-firm labor productivity
  19. Multidimensional HR Flexibility Measure
  20. LOW PERFORMANCE WORK SYSTEMS? THE DELETERIOUS EFFECTS OF HIGH INVESTMENT HUMAN RESOURCE SYSTEMS ON SMALL FIRM LABOR PRODUCTIVITY.
  21. Contrasting the Effects of Job Satisfaction and Service Climate on Hotel F&B Manager Job Performance
  22. The effects of contingent worker and high-investment HR system use on employee withdrawal behaviors
  23. From bureaucratic forms towards team-based knowledge work systems: implications for human resource management
  24. Human resource management in the hospitality industry
  25. Human resource management in small entrepreneurial firms
  26. CONTINGENT LABOR STRATEGIES, HIHRS, AND HR OUTCOMES FOR FULL TIME EMPLOYEES: A FIRM-LEVEL ANALYSIS.
  27. Erratum to “Theorizing about the impact of strategic human resource management” [Hum. Resour. Manage. Rev. 15 (2005) 1–19]
  28. Theorizing about the impact of strategic human resource management
  29. Having a Human Resource Manager in a Canadian Small Business: What Difference Does It Make?
  30. HPWS and Intermediate Indicators of Firm Performance Within the US Small Business Sector
  31. Training evaluation