PL EN


Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
2017 | 212
Tytuł artykułu

Postrzegane wsparcie organizacyjne : perspektywa wysoce efektywnych systemów pracy

Warianty tytułu
Języki publikacji
PL
Abstrakty
Praca ma charakter teoretyczno-empiryczny. W części teoretycznej dokonano krytycznej analizy literatury polskiej i zagranicznej. Postrzegane wsparcie organizacyjne jest rozważane z perspektywy teorii społecznej, a zasady wymiany stanowią fundament dla percepcji relacji jako wspierającej bądź nie, dają też kontekst dla interpretacji związku POS z zachowaniami organizacyjnymi oraz postawą pracownika. Nadaje to pracy interdyscyplinarny charakter, gdyż rozważania odnoszą się do wiedzy z zakresu nie tylko zarządzania, ale także psychologii i socjologii. Zagadnienie wysoce efektywnych systemów pracy wywodzi się ze strategicznego zarządzania zasobami ludzkimi. Rozważania dotyczące ich związku z efektywnością organizacji najczęściej opierają się na podejściu zasobowym. W części empirycznej pracy na podstawie analizy literatury przedmiotu zbudowano model badawczy służący analizie związku pomiędzy wysoce efektywnymi systemami pracy a efektywnością organizacji. Przyjęto, że kluczem do wyjaśnienia powyższej relacji jest poczucie wsparcia organizacyjnego. W opisie założeń teoretycznych dla modelu badawczego zaprezentowano wyniki najnowszych badań z zakresu wysoce efektywnych systemów pracy i postrzeganego wsparcia organizacyjnego. W części metodycznej pracy przedstawiono narzędzia do badania wysoce efektywnych systemów pracy oraz poczucia wsparcia organizacyjnego, które zostały opracowane na podstawie istniejących narzędzi w literaturze anglojęzycznej. Efektywność była mierzona skalą konkurencyjności. W celu weryfikacji hipotez wykonano analizy statystycznej związków pomiędzy zmiennymi dla badanych przedsiębiorstw na podstawie przeprowadzonych badań empirycznych. Przedmiotowym zakresem badań była identyfikacja i weryfikacja zależności pomiędzy wysoce efektywnymi systemami pracy (HPWS) a postrzeganym wsparciem organizacyjnym (POS) oraz efektywnością organizacji. Podmiotowym zakresem byli pracownicy średnich i dużych organizacji gospodarczych. Badania zostały przeprowadzone w Polsce w 2015 roku. (fragment tekstu)
Rocznik
Strony
212
Opis fizyczny
Twórcy
  • Uniwersytet Ekonomiczny w Katowicach
Bibliografia
  • Addae H.M., Parboteeah K.P., Davis E.E. (2006): Organizational commitment and intentions to quit: An examination of the moderating effects of psychological contract breach in Trinidad and Tobago. "International Journal of Organizational Analysis", Vol. 14.
  • Ahmed I., Ismail W., Amin S., Nawaz M. (2013): A social exchange perspective of the individual quanxi network evidence from Malaysian-Chinese employees. "Chinese Management Studies", Vol. 7(1).
  • Albrecht S., Travaglione A. (2003): Trust in public-sector senior management. "The International Journal of Human Resource Management", Vol. 14.
  • Alder G.S., Noel T.W., Ambrose M.L. (2006): Clarifying the effects of Internet monitoring on job attitudes: The mediating role of employee trust. "Information & Management", Vol. 43.
  • Ali N. (2009): Effects of perceived organizational support and leader-member exchange on organizational citizenship behavior. "Journal of Managerial Sciences", Vol. 1.
  • Allen D., Shore L., Griffeth R. (1999): A model of perceived organizational support. Unpublished manuscript, University of Memphis and Georgia State University, Memphis, TN - Atlanta, GA.
  • Allen D.G., Shore L.M., Griffeth R.W. (2003): The role of POS in the voluntary turnover process. "Journal of Management", Vol. 29.
  • Allen M.W. (1995): Communication concepts related to perceived organizational support. "Western Journal of Communication", Vol. 59.
  • Ambrose M.L., Schminke M. (2003): Organization structure as a moderator of the relationship between procedural justice, interactional justice, perceived organizational, support, and supervisory trust. "Journal of Applied Psychology", Vol. 88(2).
  • Anand S., Vidyarthi P.R., Liden R.C., Rousseau D.M. (2010): Good citizens in poor-quality relationships: Idiosyncratic deals as a substituted for relationship quality. "Academy of Management Journal", Vol. 53.
  • Anderson-Connolly R., Grunberg L., Greenberg E.S., Moore S. (2002): Is lean mean? Workplace transformation and employee well-being. "Work, Employment and Society", Vol. 16(3).
  • Ang S., Slaughter S. (2001): Work outcomes and job design for contract versus permanent information systems professionals on software development teams. "Mis Quarterly", Vol. 25.
  • Antonioli D., Mancinelli S., Mazzanti M. (2013): Is environmental innovation embedded within high-performance organisational changes? The role of human resource management and complementarity in green business strategies. "Research Policy", Vol. 42(4).
  • Appelbaum E., Bailey T., Berg P., Kalleberg A. (2000): Manufacturing Advantage: Why High Performance Work Systems Pay off. Cornell University Press, New York.
  • Appelbaum E., Batt R. (1993): The new American workplace: transforming work systems in the United States. Cornell University Press, Ithaca, NY.
  • Aquino K., Griffeth R.W. (1999): An exploration of the antecedents and consequences of perceived organizational support: A longitudinal study. Unpublished manuscript, University of Delaware and Georgia State University, za: L. Rhoades, E. Eisenberger (2002): Perceived organizational support: A review of the literature. "Journal of Applied Psychology", Vol. 87(4).
  • Armeli S., Eisenberger R., Fasolo P., Lynch P. (1998): Perceived organizational support and police performance: The moderating influence of socioemotional needs. "Journal of Applied Psychology", Vol. 83.
  • Armstrong C., Flood P., Guthrie J., Liu W., Maccurtain S., Mkamwa T. (2010): The impact of diversity and equality management on firm performance: Beyond high performance work systems. "Human Resource Management", Vol. 49(6).
  • Armstrong-Stassen M. (1997): The effect of repeated downsizing and surplus designation on remaining managers: An exploratory study, anxiety, stress and coping. "An International Journal", Vol. 10.
  • Armstrong-Stassen M. (1998): Downsizing the federal government: A longitudinal study of managers reactions. "Canadian Journal of Administrative Sciences", Vol. 15.
  • Armstrong-Stassen M., Cameron S. (2005): Factors related to the career satisfaction of older managerial and professional women. "Career Development International", Vol. 10(3).
  • Armstrong-Stassen M., Ursel N.D. (2009): Perceived organizational support, career satisfaction, and the retention of older workers. "Journal of Occupational and Organizational Psychology", Vol. 82(1).
  • Arthur J.B. (1992): The link between business strategy and industrial relations systems in American steel minimill. "Industrial and Labor Relations Review", Vol.45.
  • Arthur, J.B. (1994): Effects of human resource systems on manufacturing performance and turnover. "Academy of Management Journal", Vol. 37.
  • Aryee S., Walumbwa F.O., Seidu E.Y.M., Otaye L.E. (2012): Impact of high-performance work systems on individual - and branch-level performance: Test of a multilevel model of intennediate linkages. "Journal of Applied Psychology". Vol. 97(2).
  • Aselage J., Eisenberger R. (2003): Perceived organizational support and psychological contracts: A theoretical integration. "Journal of Organizational Behavior", Vol. 24.
  • Asgari A., Silong A.D., Ahmad A., Abu Samah B. (2008): The relationship between leader-member exchange, organizational inflexibility, perceived organizational support, interactional justice and organizational citizenship behavior. "African Journal of Business Management", Vol. 2.
  • Ashkanasy N., Wilderom C., Peterson M. (2010): The Handbook of organizational culture and climate. Sage, Newcastle upon Tyne.
  • Ashton D., Sung J. (2002): Supporting workplace learning for high performance working. International Labour Office, Geneva.
  • Aube C., Rousseau V., Morin E. (2007): Perceived organizational support and organizational commitment: The moderating effect of locus of control and work autonomy. "Journal of Managerial Psychology", Vol. 22.
  • Babalola S.S. (2010): The impact of length of unemployment and perceived organisational support on employees socio-emotional needs. "IFE PsychologlA: An International Journal", 18.
  • Bae J., Chen S.J., Wan T.W., Lawler J.J., Walumbwa F. (2003): Human resource strategy and firm performance in Pacific Rim countries. "International Journal of Human Resource Management", Vol. 14(8).
  • Bae J., Lawler J.J. (2000): Organizational and HRM strategies in Korea: Impact on firm performance in an emerging economy. "Academy of Management Journal", Vol. 43(3).
  • Bailey T., Berg P., Sandy C. (2001): The effect of high-performance work practices on employee earnings in the steel, apparel and medical electronics and imaging industries. "Industrial and Labor Relations Review", Vol. 54(2A).
  • Bal P.M., Chiaburu D.S., Jansen P.G.W. (2009): Psychological contract breach and work performance. "Journal of Managerial Psychology", Vol. 25(3).
  • Bamberger P., Meshoulam I. (2000): Human resource strategy. Sage, Newbury Park, CA.
  • Baran B.E., Rhoades Shanock L., Miller L.R. (2012): Advancing organizational support theory into the twenty-first centuiy world of work. "Journal of Business & Psychology", Vol. 27.
  • Baranik L.E., Roling E.A., Eby L.T. (2010): Why does mentoring work? The role of perceived organizational support. "Journal of Vocational Behavior", Vol. 76.
  • Barney J.B. (1991): Firm resources and sustained competitive advantage. "Journal of Management", Vol. 17.
  • Baron J., Black D., Lowenstein M. (1993): Gender differences in training, capital and wages. "Journal of Human Resources", Vol. 28.
  • Baron R.M., Kenny D.A. (2007): The moderator-mediator variable distinction in social psychological research: Conceptual, strategic and statistical considerations. "Journal of Personality and Social Psychology", Vol. 51.
  • Bartel A.P. (1995): Training, wage growth, and job performance: Evidence from a company database, "Journal of Labor Economics", Vol. 13(3).
  • Bashshur M.R., Hernandez A., Goznalez-Roma V. (2011): When managers and their teams disagree: A longitudinal look at the consequences of differences in perceptions of organizational support. "Journal of Applied Psychology", Vol. 96(3).
  • Bateman T.S., Organ D.W. (1983): Job satisfaction and the good soldier: The relationship between affect and employee 'citizenship'. "Academy of Management Journal", Vol. 26.
  • Batt R. (2002): Managing customer services: Human resource practices, quit rates, and sales growth. "Academy of Management Journal", Vol. 45.
  • Bauer T. (2004): High performance workplace practices and job satisfaction: Evidence from Europe. Discussion Paper, No. 1265, Institute for the Study of Labor (1ZA), Bonn.
  • Beaupre D., Cloutier J. (2007): "High performance" management practices in the Quebec civil service: Mobilizing practices and coherence. "Revue Relations Industrielles/Industrial Relations", Vol. 62(3).
  • Becker B.E., Gerhart B. (1996): The impact of human resource management on organizational performance: Progress and prospects. "Academy of Management Journal", Vol. 39, No. 4.
  • Becker B.E., Huselid M.A. (1998): High performance work systems and firm performance: A synthesis of research and managerial applications. "Research in Personnel and Human Resources Management", Vol. 16.
  • Bedyńska S., Książek M. (2012): Statystyczny drogowskaz 3 - praktyczny przewodnik modeli regresji oraz równań strukturalnych. Wydawnictwo Akademickie Sedno, Warszawa.
  • Behson S. (2002): Which dominates? The relative importance of work-family organizational support and general organizational context on employee outcomes. "Journal of Vocational Behavior", Vol. 61.
  • Beltrán-Martin I., Roca-Puig V., Escrig-Tena A., Bou-Llusar J.C. (2008): Human resource flexibility as a mediating variable between high performance work systems and performance. "Journal of Management", Vol. 5.
  • Bełz G. (2014): Organizational ambidexterity w strategii konkurencyjności przedsiębiorstwa. "Prace Naukowe WWSZIP", nr 27 (2).
  • Bertels H.M., Kleinschmidt E.J., Koen P.A. (2011): Communities of practice versus organizational climate: Which one matters more to dispersed collaboration in the front end of innovation? "Journal of Product Innovation Management", Vol. 28(5).
  • Bhanthumnavin D. (2003): Perceived social support from supervisor and group members psychological and situational characteristics as predictors of subordinate performance in Thai work units. "Human Resource Development Quarterly", Vol. 14.
  • Bird A., Beechler S. (1995): Links between business strategy and human-resource management strategy in U.S.-based Japanese subsidiaries: An empirical-investigation. "Journal of International Business Studies", Vol. 26(1).
  • Bishop J., Goldsby M., Neck C. (2002): Who goes? Who cares? Who stays? Who wants to? The role of contingent workers and corporate layoff practices. "Journal ol Managerial Psychology", Vol. 17.
  • Bishop J.W., Scott K.D., Goldsby M.G., Cropanzano R. (2005): A construct validity study of commitment and perceived support variables - a multifoci approach across different team environments. "Group & Organization Management", Vol. 30.
  • Biswas S., Varma A. (2012): Antecedents of employee performance: An empirical investigation in India. "Employee Relations", Vol. 34(2).
  • Blakely G.L., Andrews M.C., Fuller J. (2003): Are chameleons good citizens? A longitudinal study of the relationship between self-monitoring and organizational citizenship behavior. "Journal of Business and Psychology", Vol. 2.
  • Blancero D.M., DelCampo R.G., Gao T., Lewis P.D. (2009): Insights on Hispanic business professionals, perceived organizational support and psychological contracts: Report from a large scale national study. "International Journal of Business Research", Vol. 9(4).
  • Blau P.M. (1964): Exchange and power in social life. Wiley, New York.
  • Boezeman E.J., Ellemers N. (2007): Volunteering for charity: Pride, respect, and the commitment of volunteers. "Journal of Applied Psychology", Vol. 92.
  • Boezeman E.J., Ellemers N. (2008): Pride and respect in volunteers organizational commitment. "European Journal of Social Psychology", Vol. 38.
  • Boezeman E.J., Ellemers N. (2008): Volunteer recruitment: The role of organizational support and anticipated respect in nonvolunteers attraction to charitable volunteer organizations. "Journal of Applied Psychology", Vol. 93.
  • Bohlander G.W., Snell S. (2004): Managing human resources. 13th ed. Thomson/South-Western, Mason, OH.
  • Borkowska S., red. (2007): Systemy wysoce efektywnej pracy. IPiSS, Warszawa.
  • Boselie P. (2002): Human resource management, work systems and performance: A theoretical-empirical approach. Erasmus University, Rotterdam.
  • Boxall P. (2003): HR Strategy and competitive advantage in the service sector. "Human Resource Management Journal", Vol. 13(3).
  • Boxall P., Macky K. (2009): Research and theory on high-performance work systems: progressing the high-involvement stream. "Human Resource Management Journal", Vol. 19(1).
  • Boxall P., Purcell J., Wright P. (2007): The Oxford handbook of human resource management, Oxford University Press, Oxford.
  • Bradley J., Cartwright S. (2002): Social support, job stress, health, and job satisfaction among nurses in the United Kingdom. "International Journal of Stress Management", Vol. 9.
  • Bratnicki M., Leśnikowski M. (1986): Efektywność organizacji - istota i problemy. "Doskonalenie Kadr Kierowniczych", nr 27(5).
  • Bratnicki M., red. (2001): Przedsiębiorczość i kapitał intelektualny. Wydawnictwo Akademii Ekonocznej, Katowice.
  • Bright L. (2009): Why do public employees desire intrinsic nonmonetary opportunities? "Public Personnel Management", Vol. 38(3).
  • Brislin R.W. (1980): Translation and content analysis of oral and written material. W: Handbook of cross-cultural psychology. Ed. by H.C. Triandis, J.W. Berry. Allyn & Bacon, Boston, MA.
  • Bryson A., Forth J., Kirby S. (2005): High-involvement management practices, trade union representation and workplace performance in Britain. "Scottish Journal of Political Economy", Vol. 52(3).
  • Buch R., Kuvaas B., Dysvik A. (2010): Dual support in contract workers triangular employment relationships. "Journal of Vocational Behavior", Vol. 77.
  • Burton M.D., OReilly C. (2004): Walking the talk: The impact of high commitment values and practices on technology start-ups. http://works.bepress.com/m_diane_burton/4 (dostęp: 20 sierpnia 2015).
  • Byrne Z., Hochwarter W. (2008): Perceived organizational support and performance: Relationships across levels of organizational cynicism. "Journal of Managerial Psychology", Vol. 23.
  • Byrne Z., Pitts V., Chiaburu D., Steiner Z. (2011): Managerial trustworthiness and social exchange with the organization. "Journal of Managerial Psychology", Vol. 26(2).
  • Camerman J., Cropanzano R,, Vandenberghe C. (2007): The benefits of justice for temporary workers. "Group and Organization Management", Vol. 32.
  • Cameron K., Whetten D.A. (1983): Organizational effectiveness: A comparison of multiple models. Academic Press, New York.
  • Campbell D.J., Campbell K.M. (2003): Global versus facet predictors of intention to quit: Differences in a sample of male and female Singaporean managers and nonmanagers. "International Journal of Human Resource Management", Vol. 14.
  • Camps J., Luna-Arocas R. (2012): A matter of learning: How human resources affect organizational performance. "British Journal of Management", Vol. 23.
  • Capon J., Chernyshenko O.S., Stark S. (2007): Applicability of civilian retention theory in the New Zealand military. "New Zealand Journal of Psychology", Vol. 36.
  • Cappelli P., Neumark D. (2001): Do "high performance" work practices improve establishment level outcomes? "Industrial and Labor Relations Review", Vol. 54.
  • Carlson D.S., Upton N., Seaman S. (2006): The impact of human resource practices and compensation design on performance: An analysis of family-owned firms. "Journal of Small Business Management", Vol. 44(4).
  • Casimir G., Ngee K.N.Y., Yuan W.K., Ooi G. (2014): The relationships amongst leader-member exchange, perceived organizational support, affective commitment, and in-role performance: A social-exchange perspective. "Leadership & Organization Development Journal", Vol. 35(5).
  • Casper W., Buffardi L. (2004): Work-life benefits and job pursuit intentions: The role of anticipated organizational support. "Journal of Vocational Behavior", Vol. 65.
  • Casper W., Harris C. (2008): Work-life benefits and organizational attachment: Self-interest utility and signaling theory models. "Journal of Vocational Behavior", Vol. 72.
  • Casper W., Martin J., Buffardi L., Erdwins C. (2002): Work-family conflict, perceived organizational support, and organizational commitment among employed mothers. "Journal of Occupational Health Psychology", Vol. 7.
  • Casper W., Weltman D., Kwesiga E. (2007): Beyond family friendly: The construct and measurement of singles-ffiendly work culture. "Journal of Vocational Behavior", Vol. 70.
  • Caspersz D. (2006): The 'talk' versus the 'walk': High performance work systems, labour market flexibility and lessons from Asian workers. "Asia Pacific Business Review", Vol. 12(2).
  • Chambel M.J., Sobral F. (2011): Training is an investment with return in temporaiy workers a social exchange perspective. "Career Development International", Vol. 16(2).
  • Chan D. (2001): Method effects of positive affectivity, negative affectivity, and impression management in self-reports of work attitudes. "Human Performance", Vol. 14.
  • Chan C., Monroe G.S., Ng J., Tan R. (2008): Effects of employee support on junior accountants job attitudes and intention to quit. "Australian Accounting Review", Vol. 18(2).
  • Chang P., Chen S. (2011): Crossing the level of employees performance: HPWS, affective commitment, human capital, and employee job performance in professional service organizations. "The International Journal of Human Resource Management", Vol. 22(4).
  • Chen Z., Aryee S., Lee C. (2005): Test of a mediation model of perceived organizational support. "Journal of Vocational Behavior", Vol. 66.
  • Cheung M. (2013): The mediating role of perceived organizational support in the effects of interpersonal and informational justice on organizational citizenship behaviors, "Leadership & Organization Development Journal", Vol. 34(6).
  • Cheung F., Wu A. (2013): Older workers' successful aging and intention to stay. "Journal of Managerial Psychology", Vol. 28(6).
  • Chi N., Lin C. (2011): Beyond the high-performance paradigm: exploring the curvilinear relationship between high-performance work systems and organizational performance in Taiwanese manufacturing firms. "British Journal of Industrial Relations", Vol. 49(3).
  • Chiang H., Han T., Chuang J. (2011): The relationship between high-commitment HRM and knowledge-sharing behavior and its mediators. "International Journal of Manpower", Vol. 32(5/6).
  • Chiu C., Lin C., Hui Y., Tsai C. (2005): Modeling turnover intentions and their antecedents using the locus of control as a moderator: A case of customer service employees. "Human Resource Development Quarterly", 16(4).
  • Cho J., Kessler S.R. (2008): Employees distributive justice perceptions and organizational citizenship behaviors: A social exchange perspective. "Review of Business Research", Vol. 8(6).
  • Choi J.N. (2006): Multilevel and cross-level effects of workplace attitudes and group member relations on interpersonal helping behavior. "Human Performance", Vol. 19.
  • Chou H., Hecker R., Martin A. (2012): Predicting nurses well-being from job demands and resources: a cross-sectional study of emotional labour. "Journal of Nursing Management", Vol. 20.
  • Chow I. (2012): The roles of implementation and organizational culture in the HR - performance link. "The International Journal of Human Resource Management", Vol. 23(15).
  • Chuang C.H., Liao H. (2010): Strategic human resource management in service context: Taking care of business by taking care of employees and customers. "Personnel Psychology", Vol. 63.
  • Chullen C.L., Dunford B.B., Angermeier I., Boss R.W., Boss A.D. (2010): Minimizing deviant behavior in healthcare organizations: The effects of supportive leadership and job design. "Journal of Healthcare Management", Vol. 55(6).
  • Cialdini R. (2000): Wywieranie wplywu na innych. GWP, Gdansk.
  • Cleveland J.N., Shore L.M. (1992): Self-perspectives and supeivisory perspectives on age and work attitudes and performance. "Journal of Applied Psychology", Vol. 77.
  • Cohen J., Cohen P. (1983): Applied multiple regression/correlation analysis for the behavioral sciences. 2nd ed. Lawrence Erlbaum Associates, Hillsdale, NJ.
  • Collins C.J., Smith K.G. (2006): Knowledge exchange and combination: The role of human resource practices in the performance of high-technology firms. "Academy of Management Journal", Vol. 49.
  • Combs J., Liu Y., Hall A., Ketchen D. (2006): How much do high-performance work practices matter? A meta-analysis of their effect on organizational performance. "Personnel Psychology", Vol. 59.
  • Connell J., Ferres N., Travaglione T. (2003): Engendering trust in manager-subordinate relationships: Predictors and outcomes. "Personnel Review", Vol. 32.
  • Connelly C., Gallagher D. (2004): Emerging Trends in Contingent Work Research. "Journal of Management", Vol. 30(6).
  • Connelly C., Gallagher D., Gilley K. (2007): Organizational and client commitment among contracted employees: A replication and extension with temporary workers. "Journal of Vocational Behavior", Vol. 70.
  • Connelly C.E., Gallagher D.G., Webster J. (2011): Predicting temporary agency workers behaviors: Justice, volition, and spillover. "Career Development International", Vol. 16(2).
  • Conway N., Briner R.B. (2009): Understanding psychological contracts at work. Oxford University Press, Oxford.
  • Conway N., Coyle-Shapiro J. (2012): The reciprocal relationship between psychological contract fulfilment and employee performance and the moderating role of perceived organizational support and tenure. "Journal of Occupational and Organizational Psychology", Vol. 85.
  • Coyle-Shapiro J.A., Morrow P. (2006): Organizational and client commitment among contracted employees. "Journal of Vocational Behavior", Vol. 68.
  • Coyle-Shapiro J.A., Morrow P., Kessler 1. (2006) Serving two organizations: Exploring the employment relationship of contracted employees. "Human Resource Management", Vol. 45.
  • Coyle-Shapiro J.A.M., Conway N. (2005): Exchange relationships: Examining psychological contracts and perceived organizational support. "Journal of Applied Psychology", Vol. 90(4).
  • Coyle-Shapiro J.A.M., Kessler I. (2000): Consequences of the psychological contract for the employment relationship: a large scale survey. "Journal of Management Studies", Vol. 37.
  • Cristini A., Eriksson T., Pozzoli D. (2013): High-performance management practices and employee outcomes in Denmark. "Scottish Journal Of Political Economy", Vol. 60(3).
  • Crook T.R., Ketchen D.J. Jr., Combs J.G., Todd S.Y. (2008): Strategic resources and performance: A meta-analysis. "Strategic Management Journal", Vol. 29(11).
  • Cropanzano R., Howes J.C., Grandey A.A., Toth P. (1997): The relationship of organizational politics and support to work behaviors, attitudes, and stress. "Journal of Organizational Behavior", Vol. 22.
  • Cross B., Travaglione A. (2004): The times they are a-changing: Who will stay and who will go in a downsizing organization? "Personnel Review", Vol. 33.
  • Cullen J.C., Silverstein B.A., Foley M.P. (2008): Linking biomechanical workload and organizational practices to burnout and satisfaction. "Journal of Business and Psychology", Vol. 23.
  • Cullen K.L., Edwards B.D., Casper W.C., Gue K.R. (2014): Employees adaptability and perceptions of change-related uncertainty: Implications for perceived organizational support, job satisfaction, and performance. "Journal of Business and Psychology", Vol. 29(2).
  • Currie P., Dollery B. (2006): Organizational commitment and perceived organizational support in the NSW police. "Policing an International Journal of Police Strategies & Managemen", Vol. 29.
  • Daly C.L. (1998): Explaining the extra-role behavior of part-time and full-time workers: A matter of support? Unpublished doctoral dissertation, Michigan State University, za: L. Rhoades, E. Eisenberger (2002): Perceived organizational support: A review of the literature. "Journal of Applied Psychology", Vol. 87(4).
  • Dandridge T.C. (1979): Children are not little grown-ups: Small business needs its own organizational theory. "Journal of Small Business Management", Vol. 17(2).
  • Danford A. (2003): Workers, unions and the high performance workplace. "Work, Employment and Society", Vol. 17(3).
  • Darolia C.R., Kumari P., Darolia S. (2010): Perceived organizational support, work motivation, and organizational commitment as determinants of job performance. "Journal of the Indian Academy of Applied Psychology", Vol. 36.
  • Datta D.K., Guthrie J.P., Wright P.M. (2005): Human resource management and labor productivity: does industry matter? "Academy of Management Journal", Vol. 48.
  • Davis J. (2013): Leveraging the IT competence of non-IS workers: Social exchange and the good corporate citizen. "European Journal of Information Systems", Vol. 22.
  • Davis-LaMastro V.A. (1995): Factors affecting professional commitment, organizational commitment, and perceived organizational support in a sample of educators. Unpublished doctoral dissertation, University of Delaware, za: L. Rhoades, E. Eisenberger (2002): Perceived organizational support: A review of the literature. "Journal of Applied Psychology", Vol. 87(4).
  • Dawley D., Andrews M., Bucklew N. (2008): Mentoring, supervisor support, and perceived organizational support: what matters most? "Leadership & Organization Development Journal", Vol. 29(3).
  • Dawley D., Houghton J.D., Bucklew N.S. (2010): Perceived organizational support and turnover intention: The mediating effects of personal sacrifice and job fit. "The Journal of Social Psychology", Vol. 150.
  • Dawson C.L. (1996) Dispositional and attitudinal explanations of counterproductivity in the workplace. Unpublished doctoral dissertation, University of California, Berkeley, za: L. Rhoades, E. Eisenberger (2002): Perceived organizational support: a review of the literature. "Journal of Applied Psychology", Vol. 87(4).
  • DeConinck J.B. (2010): The effect of organizational justice, perceived organizational support, and perceived supervisor support on marketing employees level of trust. "Journal of Business Research", Vol. 63.
  • DeConinck J.B., Johnson J.T. (2009): The effects of perceived supervisor support, perceived organizational support, and organizational justice on turnover among salespeople. "Journal of Personal Selling & Sales Management", Vol. 29 (4).
  • Dekker L, Barling J. (1995): Workforce size and work-related role stress. "Work and Stress", Vol. 9.
  • Delaney J.T., Huselid M.A. (1996): The impact of human resource practices on perceptions of organizational performance. "Academy of Management Journal", Vol. 39.
  • Delaney J.T., Lewin D., Ichniowski C. (1989): Human resource policies and practices in American firms. U.S. Government Printing Office, Washington. DC.
  • Delbridge R. (2007): HRM and contemporary manufacturing. W: The Oxford Handbook of Human Resource Management. Ed. by P. Boxall, J. Purcell, P. Wright. Oxford University Press, Oxford.
  • Delery J.E., Doty D.H. (1996): Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions, "Academy of Management Journal", Vol. 39.
  • Delery J., Shaw J. (2001): The strategic management of people in work organizations: Review, synthesis, and extension. "Research in Personnel and Human Resources Management", Vol. 20.
  • Dobreva-Martinova T., Villeneuve M., Strickland L., Matheson K. (2002): Occupational role stress in the Canadian forces: Its association with individual and organizational well-being. "Canadian Journal of Behavioural Science", Vol. 34.
  • Drucker P. (1995): Menedżer skuteczny. Biblioteka Nowoczesności, Wydawnictwo Akademii Ekonomicznej, Kraków.
  • Dulac T., Coyle-Shapiro J.A.-M., Henderson D.J., Wayne S.J. (2008): Not all responses to breach are the same: The interconnection of social exchange and psychological contract processes in organizations. "Academy of Management Journal", Vol. 51.
  • Dupré K., Day A. (2007): The effects of supportive management and job quality on the turnover intentions and health of military personnel. "Human Resource Management", Vol. 46.
  • Dyduch W. (2007): Dobór miar do systemów pomiaru efektywności organizacyjnej: dylematy i propozycje rozwiązań. W: Efektywność-rozważania nad istotą i pomiarem. Red. T. Dudycz, Ł. Tomaszewicz. Prace Naukowe, nr 1183, Wydawnictwo Akademii Ekonomicznej, Wrocław.
  • Dyduch W. (2013): Twórcza strategia organizacji. Wydawnictwo Uniwersytetu Ekonomicznego, Katowice.
  • Dyer L., Reeves T. (1995): Human resource strategies and firm performance: What do we know and where do we need to go? "The International Journal of Human Resource Management", Vol. 6.
  • Dysvik A., Kuvaas B. (2012): Perceived supervisor support climate, perceived investment in employee development climate, and business-unit performance. "Human Resource Management", Vol. 51(5).
  • Eby L., DeMatteo J. (2000): When the type of move matters employee outcomes under various relocation situations. "Journal of Organizational Behavior", Vol. 21.
  • Eder P., Eisenberger R. (2008): Perceived organizational support: Reducing the negative influence of coworker withdrawal behavior. "Journal of Management", Vol. 34(1).
  • Edwards M.R. (2009): HR, perceived organizational support and organizational identification: An analysis after organizational formation. "Human Resource Management Journal", Vol. 19.
  • Edwards M.R., Peccei R. (2010): Perceived organizational support, organizational identification, and employee outcomes. Testing a simultaneous multifoci model. "Journal of Personnel Psychology", Vol. 9(1).
  • Edwards P., Wright M. (2001): High-involvement work systems and performance outcomes: the strength of variable, contingent and context-bound relationships. "International Journal of Human Resource Management", Vol. 12(4).
  • Ehigie B., Otukoya O. (2005): Antecedents of organizational citizenship behaviour in a government-owned enterprise in Nigeria. "European Journal of Work and Organization Psychology", Vol. 14.
  • Eisenberger R., Armeli S., Rexwinkel B., Lynch P.D., Rhoades L. (2001): Reciprocation of perceived organizational support. "Journal of Applied Psychology", Vol. 86(1).
  • Eisenberger R., Cummings J., Armeli S., Lynch P. (1997): Perceived organizational support, discretionary treatment, and job satisfaction. "Journal of Applied Psychology", Vol. 82.
  • Eisenberger R., Fasolo P., Davis-LaMastro V. (1990): Perceived organizational support and employee diligence, commitment, and innovation. "Journal of Applied Psychology", Vol. 75.
  • Eisenberger R., Huntington R., Hutchison S., Sowa D. (1986): Perceived organizational support. "Journal of Applied Psychology", Vol. 3.
  • Eisenberger R., Jones J., Aselage J., Sucharski I. (2004): Perceived organizational support. W: The employment relationships: Examining psychological and contextual perspectives. Ed. by J. Coyle-Shapiro, L. Shore, M.S. Taylor, L. Tetrick. Oxford University Press, Oxford.
  • Eisenberger R., Rhoades L., Cameron J. (1999): Does pay for performance increase or decrease perceived self-determination and intrinsic motivation? "Journal of Personality and Social Psychology", Vol. 77.
  • Eisenberger R., Shoss M.K., Karagonlar G., Gonzalez-Morales M.G., Wickham R.E., Buffardi L.C. (2014): The supervisor POS-LMX-subordinate POS chain: Moderation by reciprocation wariness and supervisors organizational embodiment. "Journal of Organizational Behavior", Vol. 35(5).
  • Eisenberger R., Stinglhamber F., Vandenberghe C., Sucharski I.L., Rhoades L. (2002): Perceived supervisor support: Contributions to perceived organizational support and employee retention. "Journal of Applied Psychology", Vol.87(3).
  • Emerson R.M. (1976): Social exchange theory. "Annual Review of Sociology", Vol. 2.
  • Ensher E.A., Thomas C., Murphy S.E. (2001): Comparison of traditional, step-ahead, and peer mentoring on protégés' support, satisfaction, and perceptions of career success: A social exchange perspective. "Journal of Business and Psychology", Vol. 15(3).
  • Erdogan B., Kraimer M., Liden R. (2004): Work value congruence and intrinsic career success: The compensatory roles of leader-member exchange and perceived organizational support. "Personnel Psychology", Vol. 57.
  • Erturk A. (2014): Influences of HR practices, social exchange, and trust on turnover intentions of public it professionals. "Public Personnel Management", Vol. 43(1).
  • Evans R., Davis W. (2005): High-performance work systems and organizational performance: The mediating role of internal social structure. "Journal of Management", Vol. 31(5).
  • Farh J.L., Hackett R.D., Liang J. (2007): Individual-level cultural values as moderators of perceived organizational support - employee outcome relationship in China: Comparing the effects of power distance and traditionality. "Academy of Management Journal", Vol. 50(3).
  • Farh J.L., Zhong C.B., Organ D.W. (2004): Organizational citizenship behavior in the Peoples Republic of China. "Organization Science", Vol. 2.
  • Farias G.F., Varma A. (1998): High performance work systems: What we know and what we need to know. "Human Resource Planning", Vol. 21(2).
  • Farris D., Tohyama H. (2002): Productive efficiency and the lean production system in Japan and the United States. "Economic and Industrial Democracy", Vol. 23(4).
  • Feng W.C., Angeline T. (2010): Turnover intention and job hopping behaviour of music teachers in Malaysia. "African Journal of Business Management", Vol. 4.
  • Ferguson G.A., Takane Y. (1997): Analiza statystyczna w psychologii i pedagogice. Wydawnictwo Naukowe PWN, Warszawa.
  • Flett G.L., Hewitt P.L., Hallett C.J. (1995): Perfectionism and job stress in teachers. "Canadian Journal of School Psychology", Vol. 11.
  • Flood P., Liu W., MacCurtain S. (2005): High Performance Work Systems in Ireland - the economic case. Forum on the Workplace of the Future, Research Series No. 4, University of Kansas - University of Limerick - National Centre for Partnership Performance, Lawrence, KS - Limerick - Dublin.
  • Foley S., Ngo H., Loi R. (2012): The adoption of high performance work systems in foreign subsidiaries. "Journal of World Business", Vol. 47(1).
  • Foote N., Matson E., Weiss L. (2002): Leveraging group knowledge for high- performance decision-making. "Organizational Dynamics", Vol. 31(3).
  • Forth J., McNabb R. (2008): Workplace performance: A comparison of subjective and objective measures in the 2004 Workplace Employment Relations Survey. "Industrial Relations Journal", Vol. 39(2).
  • Fu N., Flood P., Bosak J. (2015): How do high performance work systems influence organizational innovation in professional service firms? "Employee Relations", Vol. 37(2).
  • Fuller J., Barnett T., Hester K., Relyea C. (2003): A social identity perspective on the relationship between perceived organizational support and organizational commitment. "Journal of Social Psychology", Vol. 143(6).
  • Gakovic A., Tetrick L. (2003): Perceived organizational support and work status: A comparison of the employment relationships of part-time and full-time employees attending university classes. "Journal of Organizational Behavior", Vol. 24.
  • Garcia-Chas R., Neira-Fontela E., Castro-Casal C. (2014): High-performance work system and intention to leave: A mediation model. "International Journal of Human Resource Management", Vol. 25(3).
  • Gavino M., Wayne S., Erdogan B. (2012): Discretionary and transactional human resource practices and employee outcomes: The role of perceived organizational support. "Human Resource Management", Vol. 51(5).
  • Gellis Z., Kim J. (2004): Predictors of depressive mood, occupational stress, and propensity to leave in older and younger mental health case managers. "Community Mental Health Journal", Vol. 40(5).
  • George J.M., Reed T.F., Ballard K.A., Colin J., Fielding J. (1993): Contact with AIDS patients as a source of work-related distress: Effects of organizational and social support. "Academy of Management Journal", Vol. 36.
  • Gerhart B. (2007): Modeling HRM and performance linkages. W: The Oxford handbook of Human Resource Management. Ed. by P. Boxall, J. Purcell, P. Wright. Oxford University Press, Oxford.
  • Gephart M.A., Van Burén M.E. (1996): Building synergy: The power of high performance work systems. "Training and Development", Vol. 50(10).
  • Gibson C.B., Porath C.L., Benson G.S., Lawler III E.E. (2007): What results when firms implement practices: The differential relationship between specific practices, firm financial performance, customer service, and quality. "Journal Of Applied Psychology", Vol. 92(6).
  • Gillet N., Colombat P., Michinov E., Pronost A.M., Fouquereau E. (2013): Procedural justice, supervisor autonomy support, work satisfaction, organizational identification and job performance: The mediating role of need satisfaction and perceived organizational support. "Journal of Advanced Nursing", Vol. 69(11).
  • Godard J. (2001): High performance and the transformation of work? The implications of alternative work practices for the experience and outcomes of work. "Industrial and Labor Relations Review", Vol. 54(4).
  • Godard J. (2004): A critical assessment of the high-performance paradigm. "British Journal of Industrial Relations", Vol. 42(2).
  • Gong Y., Chang S., Cheung S. (2010): High performance work system and collective OCB: A collective social exchange perspective. "Human Resource Management Journal", Vol. 20(2).
  • Gouldner A.W. (1960): The norm of reciprocity: A preliminary statement. "American Sociological Review", Vol. 25(2).
  • Gould-Williams J.S., Davies F. (2005): Using social exchange theory to predict the effects of HRM practice on employee outcomes: An analysis of public sector workers. "Public Management Review", Vol. 7.
  • Greenberg M.S. (1980): A theory of indebtedness. W: Social exchange: Advances in theory and research. Ed. by K.J. Gergen, M.S. Greenberg, R.H. Willis. Plenum Press, New York.
  • Greenup P.E. 1997. Individual and system determinants of organizational citizenship behaviors in clinical laboratories. Unpublished doctoral dissertation, University of Alabama at Birmingham, za: L. Rhoades, E. Eisenberger (2002): Perceived organizational support: A review of the literature. "Journal of Applied Psychology", Vol. 87(4).
  • Gruszczyńska-Malec G. (2001): Tworzenie systemu płac w firmie. Wydawnictwo Biblioteczka Pracownicza, Warszawa.
  • Gruszczyńska-Malec G., Rutkowska M. (2013): Strategie zarządzania wiedzą. PWE, Warszawa.
  • Guerrero S., Herrbach O. (2008): The affective underpinnings of psychological contract fulfillment. "Journal of Managerial Psychology", Vol. 23(1).
  • Guerrero S., Herrbach O. (2009): Manager organizational commitment: A question of support or image? "International Journal of Human Resource Management", Vol. 20(7).
  • Guest D. (1999): HRM: The workers verdict. "Human Resource Management Journal", Vol. 9(3).
  • Guest D. (2002): Human resource management, corporate performance and employee well-being: building the worker into HRM. "Journal of Industrial Relations", Vol. 44(3).
  • Guthrie J.P. (2001): High-involvement work practices, turnover, and productivity: Evidence from New Zealand. "Academy ofManagement Journal", Vol. 44(1).
  • Guthrie J.P., Flood P., Liu W., MacCurtain S. (2009): High performance work systems in Ireland: human resource and organizational outcomes. "The International Journal of Human Resource Management", Vol. 20(1).
  • Guzzo R.A., Noonan K.A., Elron E. (1994): Expatriate managers and the psychological contract. "Journal of Applied Psychology", Vol. 79.
  • Haar J.M. (2006): Challenge and hindrance stressors in New Zealand: Exploring social exchange theory outcomes. "International Journal of Human Resource Management", Vol. 17.
  • Haar J.M., Roche M.A. (2010): Family supportive organization perceptions and employee outcomes: the mediating effects of life satisfaction. "International Journal of Human Resource Management", Vol. 21(7).
  • Hamama L., Ronen T., Shachar K., Rosenbaum M. (2013): Links between stress, positive and negative affect, and life satisfaction among teachers in special education schools. "Journal of Happiness Studies", Vol. 14.
  • Harley B., Allen B., Sargent L. (2007): High performance work systems and employee experience of work in the service sector: The case of aged care. "British Journal of Industrial Relations", Vol. 45(3).
  • Harlos K.P., Axelrod L.J. (2005): Investigating hospital administrators experience of workplace mistreatment. "Canadian Journal of Behavioural Science", Vol. 37.
  • Harmon J., Scotti D.J., Behson S., Farius G., Petzel R., Neuman J,H., Keashly L. (2003): Effects of high-involvement work systems on employee satisfaction and services costs in veterans healthcare. "Journal of Healthcare Management", Vol. 48(6).
  • Harris K.A. (1995): Variables related to supervisory confrontation and referral of employees to Employee Assistance Programs. Unpublished doctoral dissertation, Wayne State University, za: L. Rhoades, E. Eisenberger (2002): Perceived organizational support: A review of the literature. "Journal of Applied Psychology", Vol. 87(4).
  • Hayton J.C. (2005): Promoting corporate entrepreneurship through human resource management practices: A review of empirical research. "Human Resource Management Review", Vol. 15(1).
  • Hayton J., Carnabuci G., Eisenberger R. (2012): With a little help from my colleagues: A social embeddedness approach to perceived organizational support. "Journal of Organizational Behavior55, Vol. 33.
  • He H., Pham H.Q., Baruch Y., Zhu W. (2014): Perceived organizational support and organizational identification: Joint moderating effects of employee exchange ideology and employee investment. "International Journal of Human Resource Management", Vol. 25(20).
  • Hechanova R. (2013): The call center as a revolving door: A Philippine perspective. "Personnel Review", Vol. 42(3).
  • Heinrich C.J. (2007): False or fitting recognition? The use of high performance bonuses in motivating organizational achievements. "Journal Of Policy Analysis And Management", Vol. 26(2).
  • Hekman D., Bigley D., Hereford J. (2009): Combined effects of organizational and professional identification on the reciprocity dynamic for professional employees. "Academy of Management Journal55, Vol. 52(3).
  • Herda D.N., Lavelle J.J. (2012): The auditor-audit firm relationship and its effect on burnout and turnover intention. "Accounting Horizons", Vol. 26(4).
  • Herriot P., Pemberton C. (1997): Facilitating new deals. "Human Resource Management Journal", Vol. 7.
  • Hofmann D.A., Morgeson F.P. (1999): Safety-related behavior as a social exchange: The role of perceived organizational support and leader-member exchange. "Journal of Applied Psychology", Vol. 84.
  • Holbeche L. (2005): The high performance organization, creating dynamic stability and sustainable success. Elsevier, Oxford.
  • Hostager T.J., Neil T.C., Decker R.L., Lorentz R.D. (1998): Seeing environmental opportunities: Effects of entrepreneurial ability, efficacy, motivation and desirability. "Journal of Organizational Change", Vol. 11(1).
  • Houghton J., DiLiello T. (2010): Leadership development: The key to unlocking individual creativity in organizations. "Leadership & Organization Development Journal", Vol. 31(3).
  • Huang J.H., Jin B.H., Yang C. (2004): Satisfaction with business-to-employee benefit systems and organizational citizenship behavior - an examination of gender differences. "International Journal of Manpower", Vol. 25.
  • Hui C., Lee C., Rousseau D. (2004): Employment relationships in China: Do workers relate to the organization or to people? "Organization Science", Vol. 15.
  • Hui C., Wong A., Tjosvold D. (2007): Turnover intention and performance in China: The role of positive affectivity, Chinese values, perceived organizational support and constructive controversy. "Journal of Occupational and Organization Psychology", Vol. 80.
  • Hung H., Wong Y. (2007): The relationship between employer endorsement of continuing education and training and work and study performance: A Hong Kong case study. "International Journal of Training and Development", Vol. 11.
  • Huselid M.A. (1995): The impact of human resource management practices on turnover, productivity, and corporate financial performance. "Academy of Management Journal", Vol. 38(3).
  • Huselid M.A., Becker B.E. (1997): The impact of high performance work systems, implementation effectiveness, and alignment with strategy on shareholder wealth. Paper presented on conference: Academy of Management Best Papers Proceedings (awarded as the best article).
  • Huselid M.A., Becker B.E. (2011): Bridging micro and macro domains: Workforce differentiation and strategic human resource management. "Journal of Management", Vol. 37(2).
  • Hutchison S. (1997): A path model of perceived organizational support. Journal of Social "Behavior and Personality", Vol. 12.
  • Hutchison S. (1997): Perceived organizational support: Further evidence of construct validity. "Educational and Psychological Measurement", Vol. 57.
  • Hutchison S., Garstka M. (1996): Sources of perceived organizational support: Goal setting and feedback. "Journal of Applied Social Psychology", Vol. 26.
  • Hutchison S., Valentino K.E., Kirkner S.L. (1998): What works for the gander does not work as well for the goose: The effects of leader behavior. "Journal of Applied Social Psychology", Vol. 28.
  • Ichniowski C., Shaw K., Prennush G. (1997): The effects of human resource management practices on productivity: A study of steel finishing lines. "American Economic Review", Vol. 87(3).
  • Hies R., Dimotakis N., De Pater I.E. (2010): Psychological and physiological reactions to high workloads: Implications for wellbeing. "Personnel Psychology", Vol. 63.
  • Ivars J., Martinez J. (2015): The effect of high performance work systems on small and medium size enterprises. "Journal of Business Research", Vol.68(7).
  • Ivars P., Vicente J., Martinez C., Manuel J.F. (2015): The effect of high performance work systems on small and medium size enterprises. "Journal Of Business Research", Vol. 68(7), Special Issue.
  • Iverson R., Zatzick C. (2011): The effects of downsizing on labor productivity: The value of showing consideration for employees morale and welfare in high-performance work systems. "Human Resource Management", Vol. 50(1).
  • Jackson S.E., Schuler R.S. (1995): Understanding human resource management in the context of organizations and their environments. "Annual Review of Psychology", Vol. 46.
  • Jackson S.E., Hitt M., DeNisi A. (2004): Managing knowledge for sustained competitive advantage: Designing strategies for effective HRM. Jossey-Bass, San Francisco, CA.
  • Jacobs G., Belschak F., Den Hartog D. (2014): (Un)ethical behavior and performance appraisal: the role of affect, support, and organizational justice. "Journal of Business Ethics", 121.
  • Jahn E., Thompson C., Kopelman R. (2003): Rationale and construct validity evidence for a measure of perceived organizational family support (POFS): Because purposed practices may not reflect reality. "Community, Work and Family", Vol. 6(2).
  • Jain A., Sinha A. (2005): General health in organizations: Relative relevance of emotional intelligence, trust, and organizational support. "International Journal of Stress Management", Vol. 12.
  • Jashapara A. (2003): Cognition, culture and competition: An empirical test of the learning organization. "The Learning Organization", Vol. 10.
  • Jawahar I.M., Carr D. (2007): Conscientiousness and contextual performance: The compensatory effects of perceived organizational support and leader-member exchange. "Journal of Managerial Psychology", Vol. 22(4).
  • Jawahar I., Stone T., Kisamore J. (2007): Role conflict and burnout: The direct and moderating effects of political skill and perceived organizational support on burnout dimensions. "International Journal of Stress Management", Vol. 14.
  • Jensen J., Patel P., Messersmith J. (2013): High-performance work systems and job control: Consequences for anxiety, role overload, and turnover intentions. "Journal of Management", Vol. 39(6).
  • Jiang J., Liu C. (2015): High performance work systems and organizational effectiveness: The mediating role of social capital. "Human Resource Management Review", Vol. 25.
  • Johlke M.C., Stamper C.L., Shoemaker M.E. (2002): Antecedents to boundary-spanncr perceived organizational support. "Journal of Managerial Psychology", Vol. 17(1,2).
  • Johnson J.L., O'Leary-Kelly A.M. (2003): The effects of psychological contract breach and organizational cynicism: Not all social exchange violations are created equal. "Journal of Organizational Behavior", Vol. 24.
  • Jones B., Flynn D.M., Kelloway E.K. (1995): Perception of support from the organization in relation to work stress, satisfaction, and commitment. W: Organizational risk factors for job stress. Ed. by S.L. Sauter, L.R. Murphy. American Psychological Association, Washington, DC.
  • Jordan M.H., Lindsay D.R., Schraeder M. (2012) An examination of salient, nonmonetary, factors influencing performance in public sector organizations: A Conceptual Model. "Public Personnel Management", Vol. 41(4).
  • Jordan J.S., Turner B.A., Pack S.M. (2008): Organizational justice as a predictor of perceived organizational support. "Research Quarterly for Exercise and Sport", Vol. 79(1): A92-A93 Supplement: S.
  • Kang B., Twigg N.W., Hertzman J. (2010): An examination of social support and social identity factors and their relationship to certified chefs burnout. "International Journal of Hospitality Management", Vol. 29.
  • Kaplan R.D., Norton D.P. (2001): Strategiczna Karta Wyników. Jak przełożyć strategię na działanie. Wydawnictwo Naukowe PWN, Warszawa.
  • Karatepe O.M. (2010): Do job resources moderate the effect of emotional dissonance on burnout? A study in the city of Ankara, Turkey. "International Journal of Contemporary Hospitality Management", Vol. 23(1).
  • Karatepe O.M. (2012): Perceived organizational support, career satisfaction, and performance outcomes. A study of hotel employees in Cameroon. "International Journal of Contemporary Hospitality Management", Vol. 24(5).
  • Kauhanen A. (2009): The incidence of high-performance work systems: Evidence from a nationally representative employee survey. "Economic and Industrial Democracy", Vol. 30(3).
  • Kehoe R.R., Wright P.M. (2013): The impact of high-performance human resource practices on employees attitudes and behaviors. "Journal of Management", Vol. 39(2).
  • Kersley B., Alpin C., Forth J., Bryson A., Bewley H., Dix G. (2006): Inside the workplace: Findings from the 2004 workplace employment relations survey. Routledge, London.
  • Kickul J.R., Neuman G., Parker C., Finki J. (2002): Settling the score: The role of organizational justice in the relationship between psychological contract breach and anticitizenship behavior. "Employee Responsibilities and Rights Journal", Vol. 13.
  • Kiewitz C., Restubog S.L., Zagenczyk T., Hochwarter W. (2009): The interactive effects of psychological contract breach and organizational politics on perceived organizational support: Evidence from two longitudinal studies. "Journal of Management Studies", Vol. 46(5).
  • Kim Y. W., Ko J. (2014): HR practices and knowledge sharing behavior: Focusing on the moderating effect of trust in supervisor. "Public Personnel Management", Vol. 43(4).
  • Kinnunen U., Feldt T., Makikangas A. (2008): Testing the effort-reward imbalance model among Finnish managers: The role of perceived organizational support. "Journal of Occupational Health Psychology", Vol. 13.
  • Knippenberg D. van, Sleebos E. (2006): Organizational identification versus organizational commitment: Self-definition, social exchange, and job attitudes. "Journal of Organizational Behavior", Vol. 27.
  • Kossek E.E., Noe R.A., DeMarr B.J. (1999): Work-family role synthesis: Individual and organizational determinants. "International Journal of Conflict Management", Vol. 10(2).
  • Kossek E.E., Pichler S., Bodner T., Hammer L.B. (2011): Workplace social support and work-family conflict: A meta-analysis clarifying the influence of general and work-family-specific supervisor and organizational support. "Personnel Psychology", Vol. 64.
  • Kottke J.L., Sharafinski C.E. (1988): Measuring perceived supervisory and organizational support. "Educational and Psychological Measurement", Vol. 48.
  • Kowalczyk A., Nogalski B. (2007): Zarządzanie wiedzą koncepcja i narzędzia. Difin, Warszawa.
  • Kraimer M.L., Wayne S.J., Jaworski R.A. (2001): Sources of support and expatriate performance: The mediating role of expatriate adjustment. "Personnel Psychology", Vol. 54.
  • Kroon B., Voorde K. van de, Timmers J. (2013): High performance work practices in small firms: A resource-poverty and strategic decision-making perspective. "Small Business Economics", Vol. 41.
  • Kroon B., Voorde K. van de, Veldhoven M. van (2009): Cross-level effects of high performance work practices on burnout: Two counteracting mediating mechanisms compared. "Personnel Review", Vol. 38(5).
  • Krueger A., Rouse C. (1998): The effect of workplace education on earnings, turnover, and job performance. "Journal of Labor Economics", Vol. 16(1).
  • Kuvaas B. (2008): An exploration of how the employee-organization relationship affects the linkage between perception of developmental human resource practices and employee outcomes. "Journal of Management Studies", Vol. 45.
  • Kuvaas B., Dysvik A. (2007): Investment in permanent employees and exchange perceptions among temporary employees. "Academy of Management Annual Meeting Proceedings", No. 1.
  • Ladd D. (1997): Do two dimensions of OCBs have different correlates? Unpublished master thesis, Purdue University, za: L. Rhoades, E. Eisenberger (2002): Perceived organizational support: A review of the literature. "Journal of Applied Psychology", Vol. 87(4).
  • Ladebo O.J. (2009): Emotional exhaustion and strain reactions: Perceived organisational support as a moderator. "South African Journal of Psychology", Vol. 39.
  • Laing A., Craig D., White A. (2011): High-performance office space. "Harvard Business Review", Vol. 89(9).
  • Lambert S. (2000): Added benefits: the link between work-life benefits and organizational citizenship behavior. "Academy of Management Journal", Vol. 43(5).
  • Lamm E., Tosti-Kharas J., King C. (2015): Empowering employee sustainability: Perceived organizational support toward the environment. "Journal of Business Ethics", Vol. 128.
  • Lapalme M.E., Tremblay M., Simard G. (2009): The relationship between career pla- teauing, employee commitment and psychological distress: The role of organizational and supervisor support. "International Journal of Human Resource Management", Vol. 20.
  • Lavelle J.J., McMahan G.C., Harris C.M. (2009): Fairness in human resource management, social exchange relationships, and citizenship behavior: Testing linkages of the target similarity model among nurses in the United States. "International Journal of Human Resource Management", Vol. 20.
  • Lawler E.E. (1992): The ultimate advantage: Creating the high involvement organization. Jossey-Bass, San Francisco.
  • Lee J., Miller D. (1999): People matter: Commitment to employees, strategy and performance in Korean firms. "Strategic Management Journal", Vol. 20(6).
  • Lee J., Peccei R. (2007): Perceived organizational support and affective commitment: The mediating role of organization-based self-esteem in the context of job insecurity. "Journal of Organizational Behavior", Vol. 28.
  • Lepak D.E., Smith K.G., Taylor M.S. (2007): Value creation and value capture: A multilevel perspective. "Academy of Management Review", Vol. 32.
  • Lepak D.P., Snell S.A. (2002): Examining the human resource architecture: The relationship among human capital, employment, and human resource configurations. "Journal of Management", Vol. 28.
  • Lepak D.P., Liao H., Chung Y., Harden E.E. (2006): A conceptual review of human resource management systems in strategic human resource management research. "Research in personnel and human resources management", Vol. 25.
  • Lertxundi A., Landeta J. (2011): The moderating effect of cultural context in the relation between HPWS and performance: an exploratory study in Spanish multinational companies. "International Journal Of Human Resource Management", Vol. 22(18), Special Issue.
  • Leveson L., Joiner T.A., Bakalis S. (2009): Managing cultural diversity and perceived organizational support: Evidence from Australia. "International Journal of Manpower", Vol. 30.
  • Leveson L., Joiner T., Bakalis S. (2010): Dual commitment in the Australian construction industry. "Asia Pacific Journal of Human Resources", Vol. 48.
  • Levine D. (1995): Reinventing the workplace: How business and employers can both win. Brookings Institution, Washington, DC.
  • Levinson H. (1965): Reciprocation: The relationship between man and organization. "Administrative Science Quarterly", Vol. 9.
  • Lewicka D. (2011): Zarządzanie kapitałem ludzkim w polskich przedsiębiorstwach. Metody, narzędzia, mierniki. Wydawnictwo Naukowe PWN, Warszawa.
  • Lewis R. (2010): Work-life balance in hospitality: Experiences from a Geneva-based hotel. "International Journal of Management & Information System", Vol. 14(5).
  • Liao H., Joshi A., Chuang A. (2004): Sticking out like a sore thumb: Employee dissimilarity and deviance at work. "Personnel Psychology", Vol. 57.
  • Liao H., Toya K., Lepak D.L.P., Hong Y. (2009): Do they see eye to eye? Management and employment perspectives of high-performance work systems and influence processes on service quality. "Journal of Applied Psychology", Vol. 94(2).
  • Liao P.Y. (2011): Linking work-family conflict to job attitudes: the mediating role of social exchange relationships. "International Journal of Human Resource Management", Vol. 22(14).
  • Liden R., Wayne S., Kraimer M., Sparrowe R. (2003): The dual commitments of contingent workers: An examination of contingents commitment to the agency and the organization. "Journal of Organizational Behavior", Vol. 24.
  • Lilly J.D., Virick M. (2006): The effect of personality on perceptions of justice. "Journal of Managerial Psychology", Vol. 21.
  • Lin C. (2006): Gender differs: Modelling knowledge sharing from a perspective of social network ties. "Asian Journal of Social Psychology", Vol. 9.
  • Litwin G.H., Stringer R.A. (1968): Motivation and organizational climate. Harvard Business School, Boston.
  • Liu Y. (2009): Perceived organizational support and expatriate organizational citizenship behavior: The mediating role of affective commitment towards the parent company. "Personnel Review", Vol. 38.
  • Loi R., Ngo H. (2010): Mobility norms, risk aversion, and career satisfaction of Chinese employees. "Asia Pacific Journal of Management", Vol. 27.
  • Loi R., Ngo H.Y., Foley S. (2006): Linking employees justice perceptions to organizational commitment and intention to leave: The mediating role of perceived organizational support. "Journal of Occupational and Organizational Psychology", Vol. 79.
  • Luther N. (2000): Integrity testing and job performance within high performance work teams: A short note. "Journal of Business and Psychology", Vol. 15(1).
  • Lynch P.D., Eisenberger R., Armeli S. (1999): Perceived organizational support: Inferior versus superior performance by wary employees. "Journal of Applied Psychology", Vol. 84.
  • MacDuffie J.P. (1995): Human resource bundles and manufacturing performance: organizational logic and flexible production systems in the world auto industry. "Industrial and Labor Relations Review", Vol. 48(2).
  • MacKenzie S.B., Podsakoff P.M., Fetter R. (1993): The impact of organizational citizenship behavior on evaluations of salesperson performance. "Journal of Marketing", Vol. 57.
  • Macky K., Boxall P. (2008): High-involvement work processes, work intensification and employee well-being: A study of New Zealand worker experiences. "Asia Pacific Journal of Human Resources", Vol. 46(1).
  • Madera J.M., Steele S.T., Beier M. (2011): The temporal effect of training utility perceptions on adopting a trained method: The role of perceived organizational support. "Human Resource Development Quarterly", Vol. 22(1).
  • Maertz C.P. Jr., Griffeth R.W., Campbell N.S., Allen D.G. (2007): The effects of perceived organizational support and perceived supervisor support on employee turnover. "Journal of Organizational Behavior", Vol. 28 (8).
  • Malatesta R.M. (1995): Understanding the dynamics of organizational and supervisory commitment using a social exchange framework. Unpublished doctoral dissertation, Wayne State University, za: L. Rhoades, E. Eisenberger (2002): Perceived organizational support: A review of the literature. "Journal of Applied Psychology", Vol. 87(4).
  • Martin-Tapia I., Aragón-Correa A., Guthrie J. (2009): High performance work systems and export performance. "The International Journal of Human Resource Management", Vol. 20(3).
  • Masterson S.S. (1998): A "trickle-down" model of organizational justice: Relating employee and customer perceptions of and reactions to organizational fairness. Unpublished doctoral dissertation, University of Maryland, za: L. Rhoades, E. Eisen- berger (2002): Perceived organizational support: A review of the literature. "Journal of Applied Psychology", Vol. 87(4).
  • Mayson S., Barrett R. (2006): The science and practice of HRM in small firms. "Human Resource Management Review", Vol. 16(4).
  • McKeown T., Cochrane R. (2012): Professional contractor wellbeing: mutual benefits of organisational support. "International Journal of Manpower", Vol. 33(7).
  • Mearns K., Reader J.T. (2008): Organizational support and safety outcomes: An uninvestigated relationship? "Safety Science", Vol. 46.
  • Messersmith J.G., Guthrie J.P. (2010): High performance work systems in emergent organizations: Implications for firm performance, "Human Resource Management", Vol. 49(2).
  • Miceli M.P., Mulvey P.W. (2000): Consequences of satisfaction with pay systems: Two field studies. "Industrial Relations", Vol. 39.
  • Michaelis B., Wagner J., Schweizer L. (2015): Knowledge as a key in the relationship between high-performance work systems and workforce productivity. "Journal of Business Research", Vol. 68.
  • Michie J., Sheehan M. (1999): HRM practices, R&D expenditure and innovative investment: Evidence from the UKs 1990 Workplace Industrial Relations Survey (WIRS). "Industrial and Coiporate Change", Vol. 8(2).
  • REGON (2015): Miesięczna informacja o podmiotach gospodarki narodowej. www.bip.stat.gov.pl (dostęp: 15.07.2015).
  • Mikuła B., Pietruszka-Ortyl A., Potocki A., red. (2007): Podstawy zarządzania przedsiębiorstwami w gospodarce opartej na wiedzy. Difin, Warszawa.
  • Millward L.J., Brewerton P.M. (1999): Contractors and their psychological contract. "British Journal of Management", Vol. 10.
  • Mitchell R., Obeidat S., Bray M. (2013): The effect of strategic human resource management on organizational performance: The mediating role of high-performance human resource practices. "Human Resource Management", Vol. 52(6), Special Issue.
  • Moideenkutty U., Blau G., Kumar R., Nalakath A. (2001): Perceived organisational support as a mediator of the relationship of perceived situational factors to affective organizational commitment. "Applied Psychology: An International Review", Vol. 50.
  • Molden D.C., Lucas G.M., Finkel E.J. (2009): Perceived support for promotion-focused and prevention-focused goals: Associations with well-being in unmarried and married couples. "Psychological Science", Vol. 20(7).
  • Monks IC., Kelly G., Conway E., Flood P., Truss K., Hannon E. (2013): Understanding how HR systems work: The role of HR philosophy and HR processes. "Human Resource Management Journal", Vol. 23(4).
  • Moon T.W., Won-Moo Hur W.M., Jun J.K. (2013): The role of perceived organizational support on emotional labor in the airline industry. "International Journal of Contemporary Hospitality Management", Vol. 25(1).
  • Moore T.W., Casper W.J. (2006): An examination of proxy measures of workplace spirituality: A profile model of multidimensional constructs. "Journal of Leadership & Organizational Studies", Vol. 12.
  • Moorman R.H., Blakely G.L., Niehoff B.P. (1998): Does perceived organizational support mediate the relationship between procedural justice and organizational citizenship behavior? "Academy of Management Journal", Vol. 41.
  • Moorman R., Harland L. (2002): Temporary employees as good citizens: Factors influencing their OCB performance. "Journal of Business & Psychology", Vol. 17(2).
  • Moran E.T., Volkwein J.F. (1992): The cultural approach to the formation of organizational climate. "Human Relation", Vol. 45(1).
  • Morrison E.W., Robinson S.L. (1997): When employees feel betrayed: A model of how psychological contract violation develops. "Academy of Management Review", Vol. 22, No. 1.
  • Mostafa A.M.S., Gould-Williams J.S. (2014): Testing the mediation effect of person - organization fit on the relationship between high performance HR practices and employee outcomes in the Egyptian public sector. "International Journal of Human Resource Management", Vol. 25(2). Special Issue.
  • Murphy K., Olsen M. (2009): Dimensions of a high performance management system: An exploratory study of the US casual restaurant segment. "International Journal Of Contemporary Hospitality Management", Vol. 21(6-7).
  • Muse L., Harris S.G., Giles W.E., Feild H.S. (2008): Work-life benefits and positive organizational behavior: Is there a connection? "Journal of Organizational Behavior", Vol. 29.
  • Muse L., Wadsworth L. (2012): An examination of traditional versus non-traditional benefits. "Journal of Managerial Psychology", Vol. 27(2).
  • Nadler D.A., Gerstein M.S., Shaw R.B. (1992): Organizational architecture: Designs for changing organizations. 1st ed. Jossey-Bass, San Francisco.
  • Nadler D.A., Nadler M.B., Tushman M.L. (1997): Competing by design: The power of organizational architecture. Oxford University Press, New York.
  • Nehles A.C., Riemsdijk M.K., Looise J.K. (2006): Implementing human resource management successfully: A first-line management challenge. "Management Revue", Vol. 17(3).
  • Neves P., Eisenberger R. (2012): Management communication and employee performance: The contribution of perceived organizational support. "Human Performance", Vol. 25.
  • Neves P., Eisenberger R. (2014): Perceived organizational support and risk taking. "Journal of Managerial Psychology", Vol. 29(2).
  • Newburry W., Thakur P. (2010): Multi-level impacts on perceived career opportunity from global integration: Human capital development within internal institutional environments. "International Journal of Human Resource Management", Vol. 21(13).
  • Newman J. (2009): Building a creative high-performance R&D culture. "Research- Technology Management", Vol. 52(5).
  • Newman A., Thanacoody R., Hui W. (2012): The effects of perceived organizational support, perceived supervisor support and intra-organizational network resources on turnover intentions. A study of Chinese employees in multinational enterprises. "Personnel Review", Vol. 41(1).
  • Ngo H., Loi R., Foley S., Zheng X., Zhang L. (2013): Perceptions of organizational context and job attitudes: The mediating effect of organizational identification. "Asia Pacific of Management", Vol. 30.
  • Ni Y., Lin J. (2012): Review and new progresses on high performance strategic Alliance Formation. Proceedings of the 2012 International Conference on Management Innovation and Public Policy (ICMIPP 2012), Vol. 1-6, Chongqing.
  • Nielsen S.K.A. (2014): Multi-source model of perceived organizational support and performance. "Journal of Organizational Psychology", Vol. 14(2).
  • Nishii L., Wright P. (2008): Variability within organizations: implications for strategic human resource management. W: The people make the place: Dynamic linkages between individuals and organizations. Ed. by D.B. Smith. Taylor, Francis Group, New York.
  • Nye L.G., Witt L.A. (1993): Dimensionality and construct-validity of the Perceptions of Organizational Politics Scale (POPS). "Educational and Psychological Measurement", Vol. 53.
  • O'Driscoll M.P., Randall D.M. (1999): Perceived organizational support, satisfaction with rewards, and employee job involvement and organizational commitment. "Applied Psychology: An International Review", Vol. 48.
  • O'Neill O.A., Vandenberg R.J., Dejoy D.M., Wilson M.G. (2009): Exploring relationships among anger, perceived organizational support, and workplace outcomes. "Journal of Occupational Health Psychology", Vol. 14.
  • Oldham G.R., Hackman J.R. (1980): Work design in the organizational context. W: Research in organizational behavior, Vol. 2, Ed. by B.M. Staw, L.L. Cummings, JAI Press, Greenwich, CT.
  • Organ D.W., Bateman T.S. (1991): Organizational behavior. Irwin, Toronto.
  • Organ D.W., Ryan K. (1995): A meta-analytic review of attitudinal and dispositional predictors of organizational citizenship behavior. "Personnel Psychology", Vol. 48.
  • Orlitzky M., Frenkel S.J. (2005): Alternative pathways to high-performance workplaces. "International Journal of Human Resource Management", Vol. 16(8).
  • Osterman J. (1994): How common is workplace transformation and who adopts it? "Industrial and Labor Relations Review", Vol. 47(2).
  • Ovadje F. (2010): Exploring turnover among middle managers in a non-western context. "International Journal of Business Research", Vol. 10(2).
  • Paauwe J. (2004): HRM and performance: achieving long-term viability. Oxford University Press, Oxford.
  • Paluchowski W.J. (1998): Klimat organizacyjny i jego pomiar. W: Psychologiczne wyznaczniki sukcesu w zarządzaniu. Red. S.,Witkowski. Prace Psychologiczne, XLVTT, T. IV, Wydawnictwo Uniwersytetu Wrocławskiego, Wrocław.
  • Panaccio A., Vandenberghe C. (2009): Perceived organizational support, organizational commitment and psychological well-being: A longitudinal study. "Journal of Vocational Behavior", Vol. 75.
  • Park R., Kim J. (2013): Individual employees responses to group incentives: The moderating role of innovation. "Journal of Business and Psychology", Vol. 28.
  • Parzefall M.R., Salin D.M. (2010): Perceptions of and reactions to workplace bullying: A social exchange perspective. "Human Relations", Vol. 63.
  • Patel P., Conklin B. (2012): Perceived labor productivity in small firms - the effects of high-performance work systems and group culture through employee retention. "Entrepreneurship Theory and Practice", Vol. 36(2).
  • Patel P., Messersmith J., Lepak D. (2013): Walking the tightrope: an assessment of the relationship between high-performance work systems and organizational ambidexterity. "Academy of Management Journal", Vol. 56(5).
  • Pattie M., Benson G., Baruch Y. (2006): Tuition reimbursement, perceived organizational support, and turnover intention among graduate business school students. "Human Resource Development Quarterly", Vol. 17(4).
  • Pawar B.S. (2009): Some of the recent organizational behavior concepts as precursors to workplace spirituality. "Journal of Business Ethics", Vol. 88.
  • Pazy A., Ganzach Y. (2013): Pay contingency and the effects of perceived organizational and supervisor support on performance and commitment. "Journal of Management", Vol. 35(4).
  • Peelle H.E. (2007): Reciprocating perceived organizational support through citizenship behaviors. "Journal of Managerial Issues", Vol. 4.
  • Penc J. [2011] Zachowania organizacyjne w przedsiębiorstwie: Kreowanie twórczego nastawienia i aspiracji. Wolters Kluwer, Warszawa.
  • Pfeffer J. (1998): The human equation: Building profits by putting people first. Harvard Business School Press, Boston.
  • Pfeffer J. (1998): Seven practices of successful organizations. "California Management Review", Vol. 40.
  • Piercy N.F., Cravens D.W., Lane N., Vorhies D.W. (2006): Driving organizational citizenship behaviors and salesperson in-role behavior performance: The role of management control and perceived organizational support. "Journal of the Academy of Marketing Science", Vol. 34, No. 2.
  • Pil F.K., MacDuffie J.P. (1996): The adoption of high-involvement work practices. "Industrial Relations", Vol. 35(3).
  • Pszczołowski T. (1977): Celowość, skuteczność, efektywność. "Prakseologia", nr 3(63).
  • Purcell J. (1999): The search for "best practice" and "best fit": Chimera or cul-de-sac? "Human Resource Management Journal", Vol. 9(3).
  • Quenneville N., Bentein K., Simard G. (2010): From organizational values to mobilization of human resources. "Canadian Journal of Administrative Sciences-Revue", Vol. 27.
  • Quinn R.W. (2005): Flow in knowledge work-high performance experience in the design of national security technology. "Administrative Science Quarterly", Vol. 50(4).
  • Rabl T. (2010): Age, discrimination, and achievement motives. A study of German employees. "Personnel Review", Vol. 39.
  • Raja U., Johns G., Ntalianis F. (2004): The impact of personality on psychological contracts. "Academy of Management Journal", Vol. 47.
  • Randall D.M., O'Driscoll M.P. (1997): Affective versus calculative commitment: Human resource implications. "Journal of Social Psychology", Vol. 137.
  • Randall M.L., Cropanzano R., Bormann C.A., Birjulin A. (1999): Organizational politics and organizational support as predictors of work attitudes, job performance, and organizational citizenship behavior. "Journal of Organizational Behavior", Vol. 20.
  • Rauch A., Frese M., Utsch A. (2005): Effects of human capital and long-term human resources development and utilization on employment growth of small-scale business: A causal analysis. "Entrepreneurship: Theoiy & Practice", Vol. 29(6).
  • Reinardy S. (2007): Satisfaction vs sacrifice: Sports editors assess the influences of life issues on job satisfaction. "Journalism & Mass Communication Quarterly", Vol. 84.
  • Rhoades L., Eisenberger E. (2002): Perceived organizational support: A review of the literature. "Journal of Applied Psychology", Vol. 87(4).
  • Rhoades L., Eisenberger R., Armeli S. (2001): Affective commitment to the organization: The contribution of perceived organizational support. "Journal of Applied Psychology", Vol. 86.
  • Ribeiro N., Semedo A.S. (2014): Human resources management practices and turnover intentions: The mediating role of organizational justice. "IUP Journal of Organizational Behavior", Vol. 13(1).
  • Rich B., Lepine J., Crawford E. (2010): Job engagement: Antecedents and effects on job performance. "Academy of Management Journal", Vol. 53(3).
  • Richard O.C., Johnson N.B. (2001): Strategic human resource management effectiveness and firm performance. "International Journal of Human Resource Management", Vol. 12(2).
  • Richardson H.A., Yang J.X., Vandenberg R.J., DeJoy D.M., Wilson M.G. (2008): Perceived organizational support's role in stressor-strain relationships. "Journal of Managerial Psychology", Vol. 23.
  • Rioux S.M., Penner L.A. (2001): The causes of organizational citizenship behavior: A motivational analysis. "Journal of Applied Psychology", Vol. 86(6).
  • Rivera-Santos M. (2005): Start-up factories - high-performance management, job quality and regional advantage. "Journal Of Economic Behavior & Organization", Vol. 56(3).
  • Robblee M. (1998): Confronting the threat of organizational downsizing: Coping and health. Unpublished master thesis, Carleton University, Ottawa, Ontario, za: L. Rhoades, E. Eisenberger (2002): Perceived organizational support: A review of the literature. "Journal of Applied Psychology", Vol. 87(4).
  • Robinson S.L., Morrison E.W. (2000): The development of psychological contract breach and violation: A longitudinal study. "Journal of Organizational Behavior", Vol. 21.
  • Rogg K.L. (1997): Organizational commitment in the post-loyalty era: Perceived organizational support, multiple commitments, and other antecedents effects on turnover intentions and job performance. Unpublished doctoral dissertation, Kansas State University, za: L. Rhoades , E. Eisenberger (2002): Perceived organizational support: A review of the literature. "Journal of Applied Psychology", Vol. 87(4).
  • Rosenblatt Z., Ruvio A.A. (1996): Test of a multidimensional model of job insecurity: The case of Israeli teachers. "Journal of Organizational Behavior", Vol. 17.
  • Rousseau D.M. (1989): Psychological and implied contracts in organizations. "Employee Responsibilities and Rights Journal", Vol. 2.
  • Rousseau D.M. (1990): New hire perceptions of their own and their employers obligations: A study of psychological contracts. "Journal of Organizational Behavior", Vol. 11.
  • Rousseau D.M. (1995): Psychological contracts in organizations. Understanding written and unwritten agreements. Sage, Thousand Oaks, CA.
  • Rummler G.A., Brache A.P. (2000): Podnoszenie efektywności organizacji. PWE, Warszawa.
  • Rutherford B.N., Park W.Y., Kun J., Won-Moo H. (2012): Increasing job performance and reducing turnover: An examination of female Chinese salespeople. "Journal of Marketing Theory & Practice", Vol. 20(4).
  • Rutkowska A. (2013): Teoretyczne aspekty efektywności - pojęcie i metody pomiaru. "Zarządzanie i Finanse", nr 1(4).
  • Saks A. (2006): Antecedents and consequences of employee engagement. "Journal of Managerial Psychology", Vol. 21.
  • Samuelson P.A., Nordhaus W.D. (1995): Ekonomia. T.I., Wydawnictwo Naukowe PWN, Warszawa.
  • Scher S.L. (1991): Psychologists in state psychiatric settings: Attributional style, self-efficacy, and perceived organizational support as correlates of job satisfaction and burnout. Unpublished doctoral dissertation, Hofstra University, za: L. Rhoades, E. Eisenberger (2002) Perceived organizational support: A review of the literature. "Journal of Applied Psychology", Vol. 87(4).
  • Scotti D. (2007): Links among high-performance work environment, service quality, and customer satisfaction: An extension to the healthcare sector. "Journal of Healthcare Management", Vol. 52(2).
  • Self D.R., Holt D.T., Schaninger W.S. Jr. (2005): Work-group and organizational support: A test of distinct dimensions. "Journal of Occupational and Organizational Psychology", Vol. 78.
  • Sels L., Winne S. de, Delmotte J., Maes J., Faems D., Forrier A. (2006): Linking HRM and small business performance: An examination of the impact of HRM intensity on the productivity and financial performance of small business. "Small Business Economics", Vol. 26(1).
  • Settoon R.P., Bennett N., Liden R.C. (1996): Social exchange in organizations: Perceived organizational support, leader-member exchange, and employee reciprocity. "Journal of Applied Psychology", Vol. 81(3).
  • Shanock L., Baran B.E., Gentry W., Pattison S. Heggestad E. (2010): Polynomial regression with response surface analysis: A powerful approach for examining moderation and overcoming limitations of difference scores. "Journal of Business and Psychology", Vol. 25.
  • Shanock L.R., Eisenberger R. (2006): When supervisors feel supported: Relationships with subordinates perceived supervisor support, perceived organizational support, and performance. "Journal of. Applied Psychology", Vol. 91.
  • Shaw J.D., Gupta N., Delery J.E. (2005): Alternative conceptualizations of the relationship between voluntary turnover and organizational performance. "Academy of Management Journal", Vol. 48(1).
  • Shen Y., Jackson T., Ding C., Yuan D., Zhao L., Dou Y., Zhang Q. (2014): Linking perceived organizational support with employee work outcomes in a Chinese context: Organizational identification as a mediator. "European Management Journal", Vol. 32(3).
  • Shih H., Chiang Y., Hsu C. (2006): Can high performance work systems really lead to better performance? "International Journal of Manpower", Vol. 27(8).
  • Shih H., Chiang Y., Hsu C. (2013): High performance work system and HCN performance. "Journal of Business Research", Vol. 66.
  • Shore L.M., Barksdale K. (1998): Examining degree of balance and level of obligation in the employment relationship: A social exchange approach. "Journal of Organizational Behaviour", Vol. 19.
  • Shore L.M., Shore T.H. (1995): Perceived organizational support and organizational justice. W: Organizational politics, justice and support: Managing the social climate in the work places. Ed. by R. Cropanzano i M. Kacmar. Quorum, Westport, CT.
  • Shore L.M., Tetrick L.E. (1991): A construct validity study of the Survey of Perceived Organizational Support. "Journal of Applied Psychology", Vol. 76.
  • Shore L.M., Wayne S.J. (1993): Commitment and employee behavior: Comparison of affective commitment and continuance commitment with perceived organizational support. "Journal of Applied Psychology", Vol. 78(7).
  • Simosi M. (2012): Disentangling organizational support construct The role of different sources of support to newcomers training transfer and organizational commitment. "Personnel Review", Vol. 41(3).
  • Singh A., Singh A. (2010): Role of Stress and Organizational Support in Predicting Organizational Citizenship Behavior. "The IUP Journal of Organizational Behavior", Vol. IX(4).
  • Sluss D.M., Klimchak M., Holmes J.J. (2008): Perceived organizational support as a mediator between relational exchange and organizational identification. "Journal of Vocational Behavior", Vol. 73(3).
  • Smith C.A., Organ D.W., Near J.P. (1983): Organizational citizenship behavior: Its nature and antecedents. "Journal of Applied Psychology", Vol. 68.
  • Snell S.A., Dean J.W. Jr. (1992): Integrated manufacturing and human resource management: A human capital perspective. "Academy of Management Journal", Vol. 35.
  • Snell S.A., Youndt M.A., Wright P.M. (1996): Establishing a framework for research in strategic human resource management: Merging resource theory and organizational learning. "Research in Personnel and Human Resources Management", Vol. 14.
  • Soutaris V. (2002): Firm-specific competencies determinin technological innovation: A survey in Greece. "R&D Management", Vol. 32(1).
  • Spink K.S., Wilson K.S., Brawley L.R. (2013): The perception of team environment: the relationship between the psychological climate and members perceived effort in high-performance groups. "Group Dynamics-Theory Research and Practice", Vol. 17(3).
  • Spreitzer G.M. (1996): Social structural characteristics of psychological empowerment. "Academy Of Management Journal", Vol. 39(2).
  • Stamper C., Johlke M. (2003): The impact of perceived organizational support on the relationship between boundary spanner role stress and work outcomes. "Journal of Management", Vol. 29.
  • Stamper C.L., Masterson S.S. (2002): Insider or outsider? How employee perceptions of insider status affect their work behavior. "Journal Of Organizational Behavior", Vol. 23(8).
  • Stinglhamber F., De Cremer D., Mercken L. (2006): Perceived support as a mediator of the relationship between justice and trust - a multiple foci approach. "Group & Organization Management", Vol. 31.
  • Stinglhamber F., Vandenberghe C. (2003): Organizations and supervisors as sources of support and targets of commitment: A longitudinal study. "Journal of Organizational Behavior", Vol. 24.
  • Stirpe L., Bonache J., Revilla A. (2014): Differentiating the workforce: The performance effects of using contingent labor in a context of high-performance work systems. "Journal of Business Research", Vol. 67.
  • Stobbeleir K. de, Ashford S., Buyens D. (2011): Self-regulation of creativity at work the role of feedback-seeking behavior in creative performance. "Academy of Management Journal", Vol. 54(4).
  • Suazo M.M. (2009): The mediating role of psychological violation on the relations between psychological contract breach and work-related attitudes and behaviors. "Journal of Managerial Psychology", Vol. 24.
  • Suazo M., Stone-Romero E. (2011): Implications of psychological contract breach: A perceived organizational support perspective. "Journal of Managerial Psychology", Vol. 26(5).
  • Suazo M.M., Turnley W.H. (2010): Perceived organizational support as a mediator of the relations between individual differences and psychological contract breach. "Journal of Managerial Psychology", Vol. 25.
  • Suazo M.M., Turnley W.H., Mai-Dalton R.R. (2005): The role of perceived violation in determining employees reactions to psychological contract breach. "Journal of Leadership and Organizational Studies", Vol. 12.
  • Sulea C., Virga D., Maricutoiu L., Schaufeli W., Dumitru C., Sava F. (2012): Work engagement as mediator between job characteristics and positive and negative extra-role behaviors. "Career Development International", Vol. 17(3).
  • Sun L.Y., Aryee S., Law K.S. (2007): High performance human resource practices, citizenship behavior, and organizational performance: A relational perspective. "Academy of Management Journal", Vol. 50.
  • Syrek C.J., Antoni C.H. (2014): Unfinished tasks foster rumination and impair sleeping - particularly if leaders have high performance expectations. "Journal of Occupational Health Psychology", Vol. 19(4).
  • Tagore P. (2007): Transformation into a high performance process plant: What is the roadmap? "Total Quality Management & Business Excellence", Vol. 18(1-2).
  • Takeuchi R., Lepak D.P., Chen G. (2009): Through the looking glass of a social system: Cross-level effects of high performance work systems on employees attitudes. "Personnel Psychology", Vol. 62.
  • Takeuchi R., Lepak D.P., Wang H., Takeuchi K. (2007): An empirical examination of the mechanisms mediating between high-performance work systems and the performance of Japanese organizations. "Journal of Applied Psychology", Vol. 92.
  • Tan H.H., Tan C.S.F. (2000): Toward the differentiation of trust in supervisor and trust in organization. "Genetic Social and General Psychology Monographs", Vol. 126.
  • Tansky J.W., Cohen D.J. (2001): The relationship between organizational support, employee development, and organizational commitment: An empirical study. "Human Resource Development Quarterly", Vol. 12(3).
  • Tekleab A., Takeuchi R., Taylor M. (2005): Extending the chain of relationships among organizational justice, social exchange, and employee reactions: The role of contract violations. "Academy of Management Journal", Vol. 48.
  • Thompson C.A., Prottas D.J. (2005): Relationships among organizational family support, job autonomy, perceived control, and employee well-being. "Journal of Occupational Health Psychology", Vol. 11(1).
  • Tomer J.F. (2001): Understanding high-performance work systems: The joint contribution of economics and human resource management. "Journal of Socio-Economic", Vol. 30.
  • Travis D.J., Mor B.M.E. (2010): Fight or flight? Factors influencing child welfare workers propensity to seek positive change or disengage from their jobs. "Journal of Social Service Research", Vol. 36.
  • Tregaskis O., Daniels K., Glover L., Butler P., Meyer M. (2013): High performance work practices and firm performance: A longitudinal case study. "British Journal of Management", Vol. 24.
  • Truss C. (1999): Soft and hard models of human resource management. W: Strategic human resource management: Corporate rhetoric and human reality. Ed. by L. Gratton, V. Hope-Hailey, P. Stiles, C. Truss. Oxford University Press, Oxford. UK.
  • Truss C. (2001): Complexities and controversies in linking HRM with organisational outcomes. "Journal of Management Studies", Vol. 38(8).
  • Trybou J., Gemmel P., Pauwels Y., Henninck C., Clays E. (2014): The impact of organizational support and leader member exchange on the work-related behaviour of nursing professionals: The moderating effect of professional and organizational identification. "Social Identification and Social Exchange in Nursing", Vol. 70(2).
  • Tumwesigye G. (2010): The relationship between perceived organizational support and turnover intentions in a developing country: The mediating role of organisational commitment. "African Journal of Business Management", Vol. 4.
  • Turnley W.H., Feldman D.C. (2000): Re-examining the effects of psychological contract violations: Unmet expectations and job dissatisfaction as mediators. "Journal of Organizational Behavior", Vol. 21(1).
  • Tuzun I.K., Kalemci R.A. (2012): Organizational and supervisory support in relation to employee turnover intentions. "Journal of Managerial Psychology", Vol. 27(5).
  • Tyagi R.K., Sawhney M.S. (2010): High-performance product management: The impact of structure, process, competencies, and role definition. "Journal of Product Innovation Management", Vol. 27(1).
  • Urbanowicz-Sojkin E., Banaszyk P., Witczak H. (2004): Zarządzanie strategiczne przedsiębiorstwem. PWE, Warszawa.
  • Van Breugel G., Van Olffen W., Olie R. (2005): Temporary liaisons: The commitment of temps towards their agencies. "Journal of Management Studies", Vol. 42.
  • Van Dyne L., Graham J.W., Dienesch R.M. (1994): Organizational citizenship behavior: Construct redefinition, measurement and validation. "Academy of Management", Vol. 37.
  • Vandenberghe C., Bentein K., Michon R., Chebat J., Tremblay M., Fils J. (2007): An examination of the role of perceived support and employee commitment in employee-customer encounters. "Journal of Applied Psychology", Vol. 92.
  • Veitch R.W.D., Cooper-Thomas H.D. (2009) Tit for tat? Predictors of temporary agency workers commitments. "Asia Pacific Journal of Human Resources", Vol. 47.
  • Venkatachalam M. (1995): Personal hardiness and perceived organizational support as links in the role stress-outcome relationship: A person environment fit model. Unpublished doctoral dissertation, University of Alabama, za: L. Rhoades, E. Eisenberger (2002): Perceived organizational support: A review of the literature. "Journal of Applied Psychology", Vol. 87(4).
  • Villanueva D., Djurkovic N. (2009): Occupational stress and intention to leave among employees in small and medium enterprises. "International Journal of Stress Management", Vol. 16.
  • Voorde K. van de, Beijer S. (2015): The role of employee HR attributions in the relationship between high-performance work systems and employee outcomes. "Human Resource Management Journal", Vol. 25(1).
  • Waal A. de (2010): Achieving High Performance in the public sector. "Public Performance & Management Review", Vol. 34(1).
  • Waal A. de (2012): What makes a high performance organization: Five factors of competitive advantage that apply worldwide. Global Professional Publishing, London.
  • Waal A. de, Sivro M. (2012): The relation between servant leadership, organizational performance, and the high-performance organization framework. "Journal of Leadership & Organizational Studies", Vol. 19(2).
  • Wall T.D., Wood S.J. (2005): The romance of human resource management and business performance, and the case for big science. "Human Relations", Vol. 58(4).
  • Wallace J.C., Edwards B.D., Arnold T., Frazier M.L., Finch D.M. (2009): Work stressors, role-based performance, and the moderating influence of organizational support. "Journal of Applied Psychology", Vol. 94.
  • Wallner T., Menrad M. (2012): High Performance Work Systems as an enabling structure for self-organized learning processes. "International Journal of Advanced Corporate Learning (iJAC)", Vol. 5(4).
  • Walters G., Raybould M. (2007): Burnout and perceived organisational support among front-line hospitality employees. "Journal of Hospitality and Tourism Management", Vol. 14.
  • Wang M.L. (2009): Does organizational support promote citizenship in service settings? the moderating role of service climate. "The Journal of Social Psychology", Vol. 149(6).
  • Wang M.L. (2009b): What makes a good citizen in service settings? "Service Industries Journal", Vol. 29.
  • Wang C.L., Indridason T., Saunders M.N.K. (2010): Affective and continuance commitment in public private partnership. "Employee Relations", Vol. 32.
  • Watson Wyatt International (1999): WorkUSA 2000: Employee commitment and the bottom line. Bethesda, MD.
  • Watt J.D., Hargis M.B. (2010) Boredom proneness: Its relationship with subjective underemployment, perceived organizational support, and job performance. "Journal of Business and Psychology", Vol.25.
  • Way S.A. (2002): High performance work systems and intermediate indicators of firm performance within the US small business sector. "Journal of Management", Vol. 28.
  • Wayne S.J., Shore L.M., Liden R.C. (1997): Perceived organizational support and leader-member exchange: A social exchange perspective. "Academy of Management Journal", Vol. 40.
  • Webster J., Adams G. (2010): Organizational support and contract fulfillment as moderators of the relationship between preferred work status and performance. "Journal ofBusiness & Psychology", Vol. 25(1).
  • Wei L., Lau C. (2010): High performance work systems and performance: The role of adaptive capability. "Human Relations", Vol. 63(10).
  • Welbourne T.M., Andrews A.O. (1996): Predicting the performance of initial public offerings: Should human resource management be in the equation? "Academy of Management Journal", Vol. 39(4).
  • Welchans T.D. (1995): The effects of telecommuting and communication media on perceived value congruence, organizational support and job satisfaction. Unpublished doctoral dissertation, Ohio State University, Columbus, za: L. Rhoades, E. Eisenberger (2002): Perceived organizational support: A review of the literature. "Journal of Applied Psychology", Vol. 87(4).
  • Wernerfelt B. (1984): A resource-based view of the firm. "Strategic Management Journal", Vol. 5.
  • Westring A.F., Ryan A.M. (2010): Personality and inter-role conflict and enrichment: Investigating the mediating role of support. "Human Relations", Vol. 63(12).
  • White M., Hill S., McGovern P., Mills C., Smeaton D. (2003): High-performance management practices, working hours and work-life balance. "British Journal of Industrial Relations", Vol. 41(2).
  • Whitener E.M. (2001): Do "high commitment" human resource practices affect employee commitment? A cross-level analysis using hierarchical linear modeling. "Journal of Management", Vol. 27.
  • Whitfield K. (2000): High-performance workplaces, training, and the distribution of skills. "Industrial Relations", Vol. 39(1).
  • Wiesner R., McDonald J., Banham H.C. (2007): Australian small and medium sized enterprises (SMEs): A study of high performance management practices. "Journal Of Management & Organization", Vol. 13(3).
  • Wikhainn W., Hall A.T. (2012): Social exchange in a Swedish work environment. "International Journal of Business and Social Science", Vol. 3(23).
  • Wilson M.G., DeJoy D.M., Vandenberg R.J., Richardson H.A., McGrath A.L. (2004): Work characteristics and employee health and well-being: Test of a model of healthy work organization. "Journal of Occupational and Organizational Psychology", Vol. 77.
  • Witt L.A. (1991): Exchange ideology as a moderator of job-attitudes - organizational citizenship behaviors relationships. "Journal of Applied Social Psychology", Vol. 21.
  • Witt L.A. (1992): Exchange ideology as a moderator of the relationships between importance of participation in decision-making and job attitudes. "Human Relations", Vol. 45.
  • Witt L., Carlson D. (2006): The work-family interface and job performance: Moderating effects of conscientiousness and perceived organizational support. "Journal of Occupational Health Psychology", Vol. 11.
  • Witt L.A., Heilman C. (1992): Effects of subordinate feedback to the supervisor and participation in decision-making in the prediction of organizational support. Final report. FAA-AM Publication, No. 92-13, Civil Aeromedical Institute,Oclahoma City.
  • Witt L.A., Nye L.G. (1992): Organizational goal congruence and job attitudes revisited. FAA-AM Publication, No. 92-8, Federal Aviation Administration, Office of Aviation Medicine, Washington, DC.
  • Wood S. (1999): Human resource management and performance. "International Journal of Management Reviews", Vol. 1(4).
  • Wright P.M., Dunford B.B., Snell S.A. (2001): Human resources and the resource base view of the firm. "Journal of Management", Vol. 27.
  • Wright P.M., Gardner T.M., Moynihan L.M. (2003): The impact of HR practices on the performance of business units. "Human Resource Management Journal", Vol. 13(3).
  • Wu P., Chaturvedi S. (2009): The role of procedural justice and power distance in the relationship between high performance work systems and employee attitudes: A multilevel perspective. "Journal Of Management", Vol. 35(5).
  • Yamaguchi I. (2001): Perceived organizational support for satisfying autonomy needs of Japanese white-collar workers. "Journal of Managerial Psychology", Vol. 16 (5/6).
  • Yoon J., Han N.C., Seo Y.J. (1996): Sense of control among hospital employees: An assessment of choice process, empowerment, and buffering hypotheses. "Journal of Applied Psychology", Vol. 26.
  • Yoon J., Lim J.C. (1999): Organizational support in the workplace: The case of Korean hospital employees. "Human Relations", Vol. 52.
  • Yoon J., Thye S. (2002): A dual process model of organizational commitment: Job satisfaction and organizational support. "Work and Occupations", Vol. 29.
  • Young M., Dulewicz V. (2008): Similarities and differences between leadership and management: High-performance competencies in the British Royal Navy. "British Journal of Management", Vol. 19(1).
  • Zacharatos A., Barling J., Iverson R.D. (2005): High performance work systems and occupational safety. "Journal of Applied Psychology", Vol. 90.
  • Zagenczyk T.J., Gibney R., Few W.T., Scott K.L. (2011): Psychological contracts and organizational identification: The mediating effect of perceived organizational support. "Journal of Labor Research", Vol. 32.
  • Zakrzewska-Bielawska A. (2013): Strategia nowoczesnego przedsiębiorstwa: zasoby i okazje. W: Zarządzanie strategiczne Quo vadis? Red. R. Krupski. Prace Naukowe, nr 22, Wydawnictwo Wałbrzyskiej Wyższej Szkoły Zarządzania i Przedsiębiorczości, Wałbrzych.
  • Zhang M., Fan D., Zhu C. (2014): High-performance work systems, corporate social performance and employee outcomes: Exploring the missing links. "Journal of Business Ethics", Vol. 120.
  • Zhang Y., Farh J., Wang H. (2012): Organizational antecedents of employee perceived organizational support in China: A grounded investigation. "The International Journal of Human Resource Management", Vol. 23(2).
  • Zhao H., Wayne S.J., Glibkowski B.C., Bravo J. (2007): The impact of psychological contract breach on work-related outcomes: A meta-analysis. "Personnel Psychology", Vol. 60.
  • Zhou J., George J.M. (2001): When job dissatisfaction leads to creativity: Encouraging the expression of voice. "Academy of Management Journal", Vol. 44.
  • Ziębicki B. (2007): Efektywność a jakość w sektorze publicznym. W: Społeczne aspekty przeobrażeń organizacyjnych. Red. A. Potocki. Difin, Warszawa.
  • Ziębicki B. (2010): Współczesne koncepcje oceny efektywności organizacyjnej - próba porównania. W: Efektywność - rozważania nad istotąi pomiarem. Red. T. Dudycz, G. Osbert-Pociecha. Prace Naukowe, nr 144, Wydawnictwo Uniwersytetu Ekonomicznego, Wrocław.
  • Ziębicki B. (2012): Metodyka oceny efektywności organizacyjnej. W: Historia i perspektywy nauk o zarządzaniu. Red. B. Mikuła. Wydawnictwo Fundacji Uniwersytetu Ekonomicznego, Kraków.
Typ dokumentu
Bibliografia
Identyfikatory
Identyfikator YADDA
bwmeta1.element.ekon-element-000171474636

Zgłoszenie zostało wysłane

Zgłoszenie zostało wysłane

Musisz być zalogowany aby pisać komentarze.
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.