Progressing Performance and Well-being at Work

Jaap Paauwe, Professor of Organization and Human Resource Management, Department of Human Resource Studies, Tilburg University, the Netherlands

Contents:
Preface xi
Acknowledgments
1 Travelling the loop: an introduction and overview of content
2 The institutional perspective: how market, society, and
organization interact
3 The contextually-based Human Resource Theory 19
4 AMO theory: How to improve abilities, motivation and
opportunity to participate
5 Goal setting theory and feedback
6 Human capital and the differentiated approach to employees
7 Strength of the HRM system
8 Well-being: the crucial link between HRM practices and
outcomes
9 Line management enactment
10 Job Demands Resources theory: how to stimulate
engagement and to avoid burn-out?
11 Job design and crafting: how can we create an optimal
work setting?
12 Psychological contract theory: fulfillment or violation?
13 Psychological safety: the secret behind well-performing teams
14 Organizational justice: in search of fairness and equity for
your staff
15 Social determination theory: how it can help to do a good
job as a manager
Appendix: Evidence-based management – meaning and
implications for practitioners