Items from Research Centres & Institutes > Work and Employment Research Centre (WERC)
|Up a level|
- Faculties and Schools (28290)
- Research Centres & Institutes (3965)
- Work and Employment Research Centre (WERC) (21)
Gabriel, Y., Gray, D.E. and Goregaokar, H., 2013. Job loss and its aftermath among managers and professionals : Wounded, fragmented and flexible. Work, Employment and Society, 27 (1), pp. 56-72.
He, H. and Brown, A.D., 2013. Organizational identity and organizational identification : A review of the literature and suggestions for future research. Group & Organization Management, 38 (1), pp. 3-35.
Yalabik, Z. Y., Popaitoon, P., Chowne, J. A. and Rayton, B. A., 2013. Forthcoming. Work engagement as a mediator between employee attitudes and outcomes. International Journal of Human Resource Management
Kelliher, C., Clarke, C., Hailey, V. H. and Farndale, E., 2012. Going global, feeling small: an examination of managers' reactions to global restructuring in a multinational organisation. International Journal of Human Resource Management, 23 (11), pp. 2163-2179.
Swart, J. and Harcup, J., 2012. Forthcoming. 'If I learn do we learn?': The link between executive coaching and organisational learning’. Management Learning
Cassar, V. and Briner, R. B., 2011. The relationship between psychological contract breach and organizational commitment: exchange imbalance as a moderator of the mediating role of violation. Journal of Vocational Behavior, 78 (2), pp. 283-289.
Farndale, E., Hope Hailey, V. and Kelliher, C., 2011. High commitment performance management: the roles of justice and trust. Personnel Review, 40 (1), pp. 5-23.
Farndale, E., van Ruiten, J., Kelliher, C. and Hope Hailey, V., 2011. The influence of perceived employee voice on organizational commitment: an exchange perspective. Human Resource Management, 50 (1), pp. 113-129.
Gabriel, Y. and Connell, N. A. D., 2010. Co-creating stories: Collaborative experiments in storytelling. Management Learning, 41 (5), pp. 507-523.
Hope Hailey, V., Farndale, E. and Kelliher, C., 2010. Trust in turbulent times : Organizational change and the consequences for intra-organizational trust. In: Saunders, M., Skinner, D., Dietz, G., Gillespie, N. and Lewicki, R., eds. Organizational Trust. Cambridge: Cambridge University Press.
Stokes, P. and Gabriel, Y., 2010. Engaging with genocide: the challenge for organization and management studies. Organization Studies, 17 (4), pp. 461-480.
Boussebaa, M., 2009. Struggling to organize across national borders: the case of global resource management in professional service firms. Human Relations, 62 (6), pp. 829-850.
Farndale, E. and Hope Hailey, V., 2009. Personnel Departmental Power: realities from the UK Higher Education sector. Management Revue, 20 (4), pp. 392-412.
Lepak, D. P., Nishii, L. H. and Schneider, B., 2008. Employee attributions of the “why” of HR practices: their effects on employee attitudes and behaviors, and customer satisfaction. Personnel Psychology, 61 (3), pp. 203-545.
Schwartz, G. and Dinerstein, A., 2008. Occupy, Resist, Produce! Social Movements and the Institutionalization of New Practices. In: 24th EGOS Colloquium, Upsetting Organizations, 2008-07-10 - 2008-07-12, Amsterdam, Holland.
Tams, S., 2008. Constructing self-efficacy at work: a person-centered approach. Personnel Review, 37 (2), pp. 165-183.
Tams, S., 2008. Self-directed social learning: the role of individual differences. Journal of Management Development, 27 (2), pp. 196-213.
Balogun, J., Gleadle, P., Hailey, V. H. and Willmott, H., 2005. Managing change across boundaries: boundary-shaking practices. British Journal of Management, 16 (4), pp. 261-278.
Hope Hailey, V. and Balogun, J., 2002. Devising context sensitive approaches to change: The example of Glaxo Wellcome. Long Range Planning, 35 (2), pp. 153-178.