1 |
Boxall, P., Purcell, J., & Wright, P. (2007). Human Resource Management: scope, analysis and significance. In: P. Boxall, J. Purcell, & P. Wright (Eds.), The Oxford Handbook of Human Resource Management. Oxford, UK: Oxford University Press.
|
2 |
Burton, J. P., Holtom, B. C., Sablynski, C. J., Mitchell, T. R., & Lee, T. W. (2010). The buffering effects of job embeddedness on negative shocks. Journal of Vocational Behavior, 76(1), 42-51.
DOI
|
3 |
Callea, A., Urbini, F., & Chirumbolo, A. (2016). The mediating role of organizational identification in the relationship between qualitative job insecurity, OCB and job performance. Journal of Management Development, 35(6), 735-746.
DOI
|
4 |
Christian, M. S., Garza, A. S., & Slaughter, J. E. (2011). Work engagement: a quantitative review and test of its relations with and contextual performance. Personnel Psychology, 64(1), 89-136.
DOI
|
5 |
Delery, J. E., & Doty, H. D. (2006). Modes of Theorizing in Strategic Human Resource Management: Tests of Universalistic, Contingency, and Configurational Performance predictions. Academy of Management Journal, 39(4), 802-835.
DOI
|
6 |
Feldman, S. (2013). Cognitive Consistency: Motivational Antecedents and Behavioral Consequents. New York, NY: Academic Press.
|
7 |
Gardner, T. M., Wright, P. M., & Moynihan, L. M. (2011). The impact of motivation, empowerment, and skill-enhancing practices on aggregate voluntary turnover: the mediating effect of collective affective commitment. Personnel Psychology, 64(2), 315-350.
DOI
|
8 |
Gnan, L., & Songini, L. (2003). The Professionalization of Family Firms: The Role of Agency Cost Control Mechanisms. FBN Proceedings (pp.141-172). Milan, Italy.
|
9 |
Golhar, D., & Deshpande, S. P. (1997). HMR Practices of Large and Small Canadian Manufacturing Firms. Journal of Small Business Management, 35(3), 30-38.
|
10 |
Goss, D., Adam-Smith, D., & Gilbert, A. (2004). Small Firms and HRM: Exceptions that Prove the Rule? Journal of Small Business and Enterprise Development. 1(2), 2-8.
DOI
|
11 |
Holtom, B., Mitchell, T., & Lee, T. (2006). Less is more: validation of a short form of the job embeddedness measure and theoretical extensions. Annual meeting of the Academy of Management Conference, Atlanta, GA.
|
12 |
Ha, V. D. (2020). The Impacts of Empowerment on the Teamwork Performance: Evidence from Commercial Banks in Vietnam. Journal of Asian Finance, Economics, and Business, 7(4), 267-273. https://doi.org/10.13106/jafeb.2020.vol7.no4.267
DOI
|
13 |
Harris, K. J., Wheeler, A. R., & Kacmar, K. M. (2011). The mediating role of organizational job embeddedness in the LMX-outcomes relationships. The Leadership Quarterly, 22(2), 271-281.
DOI
|
14 |
Hoang, T., & Chu, N. M. N. (2008). Textbook of Data Analysis with SPSS Episodes 1 & 2. Ho Chi Minh City, Vietnam: Hong Duc Publishing. [Vietnamese]
|
15 |
Hornsby, J. S., & Kuratko, D. K. (2000). Human Resource Management in Small Business: Critical Issues for the 1990s. Journal of Small Business Management, 28 (3), 9-18.
|
16 |
Huselid, M. A. (2005). The Impact of Human Resource Management Practices on Turnover, Productivity and Corporate Financial Performance. Academy of Management Journal, 38, 635-670.
DOI
|
17 |
Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms, Academy of Management Journal. 55(6), 1264-1294.
DOI
|
18 |
Kehoe, R. R., & Wright, P. M. (2013). The impact of high performance human resource practices on employees' attitudes and behaviors. Journal of Management, 39(2), 366-391.
DOI
|
19 |
Lev, S., & Koslowsky, M. (2012). On-the-job embeddedness as a mediator between conscientiousness and school teachers' contextual performance. European Journal of Work and Organizational Psychology, 21(1), 57-83.
DOI
|
20 |
Leiter, M. P., & Bakker, A. B. (2010). Work engagement: introduction. In: Bakker, A.B. and Leiter, M. P. (Eds.). Work engagement: A Handbook of Essential Theory and Research. Hove, UK: Psychology Press.
|
21 |
Mitchell, T. R., Holtom, B. C., Lee, T. W., Sablynski, C. J., & Erez, M. (2001). Why people stay: using job embeddedness to predict voluntary turnover. Academy of Management Journal, 44(6), 1102-1121.
DOI
|
22 |
Nguyen, M. H., Nguyen, C., Ngo, T. T., & Nguyen, L. V. (2019). The Effects of Job Crafting on Work Engagement and Work Performance: A Study of Vietnamese Commercial Banks. Journal of Asian Finance, Economics, and Business, 6(2), 189-201. https://doi.org/10.13106/jafeb.2019.vol6.no2.189
DOI
|
23 |
Nguyen, T. H. (2020). Impact of Leader-Member Relationship Quality on Job Satisfaction, Innovation and Operational Performance: A Case in Vietnam. Journal of Asian Finance, Economics, and Business, 7(6), 449-456. https://doi.org/10.13106/jafeb.2020.vol7.no6.449
DOI
|
24 |
Ong, C. H., & Koh, R. J. (2018). The Influence of Human Resources Management Practices on Employee Performance in the Manufacturing Sector in Malaysia. International Journal of Human Resources Studies, 8(2), 129-147.
DOI
|
25 |
Tian, A. W., Cordery, J., & Gamble, J. (2016). Staying and performing: How human resource management practices increase job embeddedness and performance. Personnel Review, 45(5), 947-968.
DOI
|
26 |
Ong, C. H., Maria, A. H., Lim, L. P., Tan, O. K., & Goh, C. F. (2019). The relationship between human resource management practices and job performance in the courier service industry. International Journal of Academic Research in Business & Social Sciences, 9(3), 64-79.
|
27 |
Sekiguchi, T., Burton, J. P., & Sablynski, C. J. (2008). The role of job embeddedness on employee performance: the interactive effects with leader-member exchange and organization-based self-esteem. Personnel Psychology, 61(4), 761-792.
DOI
|
28 |
Som, A. (2008). Innovative human resource management and corporate performance in the context of economic liberalization in India. The International Journal of Human Resource Management, 19(7), 1278-1297.
DOI
|
29 |
Sun, L. Y., Aryee, S., & Law, K. S. (2007). High-performance human resource practices, citizenship behavior, and organizational performance: a relational perspective. The Academy of Management Journal, 50(3), 558-577.
DOI
|
30 |
Swalhi, A., Zgoulli, S., & Hofaidhllaoui, M. (2017). The influence of organizational justice on job performance: The mediating effect of affective commitment. Journal of Management Development, 36(4), 542-559.
DOI
|
31 |
Villajos, E., Tordera, N. & Peiro, J. M. (2019). Human resource practice, eudaimonic well-being, and creative performance: The mediating role of idiosyncratic deals for sustainable human resource management. Sustainability, 11, 1-20. doi:10.3390/su11246933.
DOI
|
32 |
Bergiel, E. B., Nguyen, V. Q., Clenney, B. F., & Taylor, G. S. (2009). Human resource practices, job embeddedness and intention to quit. Management Research News, 32(3), 205-219.
DOI
|
33 |
Zacharatos, A., Barling, J., & Iverson, R. D. (2005). Highperformance work systems and occupational safety. Journal of Applied Psychology, 90(1), 77-93.
DOI
|
34 |
Wheeler, A. R., Harris, K. J., & Sablynski, C. J. (2012). How do employees invest abundant resources? The mediating role of work effort in the job-embeddedness/job-performance relationship. Journal of Applied Social Psychology, 42(1), 244-266.
DOI
|
35 |
Williams, L. J., & Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship behavior and in-role behaviors. Journal of Management, 17(1), 601-617.
DOI
|
36 |
Aboul-Ela, G. M. (2017). Reflections on Workplace Compassion and Job Performance. Journal of Human Values, 23(3), 234-243.
DOI
|
37 |
Bambacas, M., & Kulik, C. T. (2013). Job embeddedness in china: how HR practices impact turnover intentions. The International Journal of Human Resource Management, 24(10), 1933-1952.
DOI
|