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Keith Townsend
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Reporting and justifying the number of interview participants in organization and workplace research
MNK Saunders, K Townsend
British Journal of Management 27 (4), 836-852, 2016
8062016
Improving employees’ work-life balance in the construction industry: Project alliance case study
H Lingard, K Brown, L Bradley, C Bailey, K Townsend
Journal of construction engineering and management 133 (10), 807-815, 2007
2852007
Choosing participants
MNK Saunders, K Townsend
The Sage handbook of qualitative business and management research methods …, 2018
1752018
Mixed signals in HRM: the HRM role of hospital line managers
K Townsend, A Wilkinson, C Allan, G Bamber
Human Resource Management Journal 22 (3), 267-282, 2012
1342012
Electronic surveillance and cohesive teams: room for resistance in an Australian call centre?
K Townsend
New Technology, Work and Employment 20 (1), 47-59, 2005
1142005
Managing under pressure: HRM in hospitals
K Townsend, A Wilkinson
Human Resource Management Journal 20 (4), 332-338, 2010
1132010
Recruitment, training and turnover: another call centre paradox
K Townsend
Personnel Review 36 (3), 476-490, 2007
1022007
Filling the gaps: Patterns of formal and informal participation
K Townsend, A Wilkinson, J Burgess
Economic and industrial Democracy 34 (2), 337-354, 2013
1002013
Reassessing employee involvement and participation: Atrophy, reinvigoration and patchwork in Australian workplaces
A Wilkinson, K Townsend, J Burgess
Journal of Industrial relations 55 (4), 583-600, 2013
932013
Accidental, unprepared, and unsupported: clinical nurses becoming managers
K Townsend, A Wilkinson, G Bamber, C Allan
The International Journal of Human Resource Management 23 (1), 204-220, 2012
872012
Perceptions of HRM system strength and affective commitment: The role of human relations and internal process climate
K Cafferkey, M Heffernan, B Harney, T Dundon, K Townsend
The International Journal of Human Resource Management 30 (21), 3026-3048, 2019
832019
Ability, Motivation and Opportunity theory: a formula for employee performance?
A Kellner, K Cafferkey, K Townsend
Elgar introduction to theories of human resources and employment relations, 311, 2019
802019
Contemporary trends in employee involvement and participation
R Markey, K Townsend
Journal of Industrial Relations 55 (4), 475-487, 2013
782013
Routes to partial success: collaborative employment relations and employee engagement
K Townsend, A Wilkinson, J Burgess
The International Journal of Human Resource Management 25 (6), 915-930, 2014
732014
Race against time: Extended hours in Australia
D Peetz, K Townsend, B Russell, C Houghton, C Allan, A Fox
Australian Bulletin of Labour 29 (2), 126-142, 2003
652003
‘The mission or the margin?’A high-performance work system in a non-profit organisation
A Kellner, K Townsend, A Wilkinson
The International Journal of Human Resource Management 28 (14), 1938-1959, 2017
632017
Managerial autism: Threat–rigidity and rigidity's threat
O Muurlink, A Wilkinson, D Peetz, K Townsend
British Journal of Management 23, S74-S87, 2012
632012
Transition to practitioner: Redesigning a third year course for undergraduate business students
J Bailey, D Oliver, K Townsend
Journal of Management & Organization 13 (1), 65-80, 2007
622007
Alternative work schedule interventions in the Australian construction industry: A comparative case study analysis
HC Lingard, K Townsend, L Bradley, K Brown
Construction Management and Economics 26 (10), 1101-1112, 2008
562008
The role of hospitals' HRM in shaping clinical performance: a holistic approach
K Townsend, SA Lawrence, A Wilkinson
The international journal of human resource management 24 (16), 3062-3085, 2013
552013
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