Karin Sanders
Karin Sanders
Professor HRM; UNSW Business School
Geverifieerd e-mailadres voor unsw.edu.au - Homepage
Geciteerd door
Geciteerd door
Reducing work–family conflict through different sources of social support
G Van Daalen, TM Willemsen, K Sanders
Journal of Vocational Behavior 69 (3), 462-476, 2006
The impact of individual and shared employee perceptions of HRM on affective commitment
K Sanders, L Dorenbosch, R de Reuver
Personnel Review, 2008
Stimulating teachers' reflection and feedback asking: An interplay of self-efficacy, learning goal orientation, and transformational leadership
P Runhaar, K Sanders, H Yang
Teaching and teacher education 26 (5), 1154-1161, 2010
How leader–member exchange, work engagement and HRM consistency explain Chinese luxury hotel employees’ job performance
X Li, K Sanders, S Frenkel
International journal of hospitality management 31 (4), 1059-1066, 2012
How to support innovative behaviour? The role of LMX and satisfaction with HR practices
S Karin, M Matthijs, T Nicole, G Sandra, G Claudia
Technology and Investment 2010, 2010
Strategic HRM as process: How HR system and organizational climate strength influence Chinese employee attitudes
X Li, SJ Frenkel, K Sanders
The International Journal of Human Resource Management 22 (9), 1825-1842, 2011
Stimulating informal learning activities through perceptions of performance appraisal quality and human resource management system strength: A two-wave study
TC Bednall, K Sanders, P Runhaar
Academy of Management Learning & Education 13 (1), 45-61, 2014
The romance of learning from disagreement. The effect of cohesiveness and disagreement on knowledge sharing behavior and individual performance within teams
M van Woerkom, K Sanders
Journal of business and psychology 25 (1), 139-149, 2010
Teachers' organizational citizenship behaviour: Considering the roles of their work engagement, autonomy and leader–member exchange
P Runhaar, J Konermann, K Sanders
Teaching and teacher education 30, 99-108, 2013
In the Eyes of the Beholder: Personality and the Perception of Leadership1
B Schyns, K Sanders
Journal of Applied Social Psychology 37 (10), 2345-2363, 2007
Under-employment among recent graduates: a review of the literature
T Scurry, J Blenkinsopp
Personnel Review 40 (5), 643-659, 2011
Guest editors’ introduction: Is the HRM process important? Past, current, and future challenges
K Sanders, H Shipton, JFS Gomes
Human Resource Management 53 (4), 489-503, 2014
Organisational citizens or reciprocal relationships? An empirical comparison
K Sanders, B Schyns, F Koster
Personnel review, 2006
Emotional exhaustion and mental health problems among employees doing “people work”: The impact of job demands, job resources and family-to-work conflict
G van Daalen, TM Willemsen, K Sanders, MJPM van Veldhoven
International archives of occupational and environmental health 82 (3), 291-303, 2009
Sources of social support as predictors of health, psychological well-being and life satisfaction among Dutch male and female dual-earners
G van Daalen, K Sanders, TM Willemsen
Women & health 41 (2), 43-62, 2005
The HRM process approach: The influence of employees’ attribution to explain the HRM‐performance relationship
K Sanders, H Yang
Human Resource Management 55 (2), 201-217, 2016
Effects of intrinsic and extrinsic motivation on task and contextual performance of Pakistani professionals
A Yousaf, H Yang, K Sanders
Journal of Managerial Psychology, 2015
Views from above the glass ceiling: does the academic environment influence women professors’ careers and experiences?
K Sanders, TM Willemsen, CCJM Millar
Sex roles 60 (5-6), 301-312, 2009
Social embeddedness and job performance of tenured and non‐tenured professionals
H Van Emmerik, K Sanders
Human Resource Management Journal 14 (1), 40-54, 2004
Transformational leadership and organisational commitment in manufacturing and service small to medium-sized enterprises
J Mesu, K Sanders, M van Riemsdijk
Personnel Review, 2015
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