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Chris W. Clegg
Researcher at University of Leeds
Publications - 137
Citations - 10499
Chris W. Clegg is an academic researcher from University of Leeds. The author has contributed to research in topics: Job design & Human resource management. The author has an hindex of 48, co-authored 137 publications receiving 9848 citations. Previous affiliations of Chris W. Clegg include Social Science Research Council & University of Sheffield.
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Journal ArticleDOI
On the validity of subjective measures of company performance
Toby D. Wall,Jonathan Michie,Malcolm Patterson,Stephen J. Wood,Maura Sheehan,Chris W. Clegg,Michael West +6 more
TL;DR: In this article, the authors compared the use of subjective and objective measures of company performance in three separate samples and found that the relationship between the two measures was positively associated (convergent validity) and negatively associated (discriminant validity).
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The use of the General Health Questionnaire as an indicator of mental health in occupational studies.
Michael H. Banks,Chris W. Clegg,Paul Jackson,Nigel J. Kemp,Elizabeth M. Stafford,Toby D. Wall +5 more
TL;DR: The GHQ-12 was shown to be psychometrically sound in all cases, with the Likert scoring method providing a more acceptable distribution of scores than the more commonly deployed ‘ GHQ score ’ for use in parametric statistical analyses.
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Sociotechnical principles for system design.
TL;DR: A set of sociotechnical principles to guide system design, intended to apply to the design of new systems, including those incorporating new information technologies and a range of modern management practices and ways of working.
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Psychology of employee lateness, absence, and turnover: A methodological critique and an empirical study.
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The impact of human resource and operational management practices on company productivity: a longitudinal study
Kamal Birdi,Chris W. Clegg,Malcolm Patterson,Andrew Robinson,Chris Stride,Toby D. Wall,Stephen J. Wood +6 more
TL;DR: In this paper, the relative merits of these practices through a study of the productivity of 308 companies over 22 years, during which time they implemented some or all of these seven practices, with the adoption of teamwork serving to enhance both empowerment and extensive training.