Abstract
Original language | English |
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Pages (from-to) | 1448-1484 |
Number of pages | 37 |
Journal | Journal of Management Studies |
Volume | 60 |
Issue number | 6 |
Early online date | 14 Nov 2022 |
DOIs | |
Publication status | Published - 30 Sept 2023 |
Bibliographical note
ESRC ES/N003586/1Funding Information:
This work is part of the Work, Learning and Wellbeing programme of the What Works Wellbeing Centre ( www.whatworkswellbeing.org ). We acknowledge the support of our funding partners, administered through Economic and Social Research Council Grant ES/N003586/1. The data used in this paper are publicly available to download from NHS websites.
Funding
This work is part of the Work, Learning and Wellbeing programme of the What Works Wellbeing Centre ( www.whatworkswellbeing.org ). We acknowledge the support of our funding partners, administered through Economic and Social Research Council Grant ES/N003586/1. The data used in this paper are publicly available to download from NHS websites. This work is part of the Work, Learning and Wellbeing programme of the What Works Wellbeing Centre (www.whatworkswellbeing.org). We acknowledge the support of our funding partners, administered through Economic and Social Research Council Grant ES/N003586/1. The data used in this paper are publicly available to download from NHS websites.
Funders | Funder number |
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What Works Wellbeing Centre | |
Economic and Social Research Council | ES/N003586/1 |
Keywords
- HRM practices
- job satisfaction
- lag effects
- null causality
- organizational performance
- reverse causality
ASJC Scopus subject areas
- Business and International Management
- Strategy and Management
- Management of Technology and Innovation