High‐commitment human resource practices and employee outcomes: The contingent role of organisational identification

Mostafa, AMS, Bottomley, P, Gould-Williams, J et al. (2 more authors) (2019) High‐commitment human resource practices and employee outcomes: The contingent role of organisational identification. Human Resource Management Journal. ISSN 0954-5395

Abstract

Metadata

Authors/Creators:
  • Mostafa, AMS
  • Bottomley, P
  • Gould-Williams, J
  • Abouarghoub, W
  • Lythreatis, S
Copyright, Publisher and Additional Information: © 2019 John Wiley & Sons Ltd. This is the peer reviewed version of the following article: Mostafa, AMS, Bottomley, P, Gould‐Williams, J, Abouarghoub, W, Lythreatis, S. High‐commitment human resource practices and employee outcomes: The contingent role of organisational identification. Hum Resour Manag J. 2019; 1– 17, which has been published in final form at https://doi.org/10.1111/1748-8583.12248. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Use of Self-Archived Versions.
Keywords: employee work‐related outcomes; high‐commitment HR practices; organisational identification; social exchange theory; social identity theory
Dates:
  • Accepted: 6 June 2019
  • Published (online): 23 August 2019
Institution: The University of Leeds
Academic Units: The University of Leeds > Faculty of Business (Leeds) > Management Division (LUBS) (Leeds) > Management Division Organizational Behaviour (LUBS)
Depositing User: Symplectic Publications
Date Deposited: 11 Jun 2019 13:17
Last Modified: 12 Sep 2019 15:02
Status: Published online
Publisher: Wiley
Identification Number: https://doi.org/10.1111/1748-8583.12248

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