___

• Purcell J, Kinnie N, Hutchinson S, Rayton B, Swart J. Understanding the people and performance link: unlocking the black box, Chartered Institute of Personnel and Development. Performance Management in Action. Current trends and practices. 2003.
• Sarikwal L, Gupta J. The impact of highperformance work practices and organisational citizenship behaviour on turnover intentions. Journal of Strategic Human Resource Management. 2(3), 11, 2013.
• Aydinli S, Mustafa OR, Emel OR. Wage determinants and wage inequalities–case of construction engineers in Turkey. TeknikDergi. 30(2), 8961-85, 2019.
• Abuazoom Mohamed Imhmed M, Hanafi HB, Bin Ahmad ZZ. Do Human Resource Management (HRM) Practices improve Project Quality Performance? Evidence from Construction Industry. Quality-Access to Success. 20(169), 2019.
• Alagaraja M. HRD and HRM perspectives on organizational performance: A review of literature. Human Resource Development Review. 12(2), 117-43, 2013.
• Huemann M, Keegan A, Turner JR. Human resource management in the project-oriented company: A review. International journal of project management. 25(3), 315-23, 2007.
• Wickramasinghe V, Liyanage S. Effects of high performance work practices on job performance in project-based organizations. Project Management Journal. 44(3), 64-77, 2013.
• Sydow J, Lindkvist L, DeFillippi R. Project-based organizations, embeddedness and repositories of knowledge. Organization studies. 25(9), 1475-89, 2004.
• Bhatti SH, Zakariya R, Vrontis D, Santoro G, Christofi M. High-performance work systems, innovation and knowledge sharing: An empirical analysis in the context of project-based organizations. Employee Relations: The International Journal. 2020.
• Pak K, Kooij DT, De Lange AH, Van Veldhoven MJ. Human Resource Management and the ability, motivation and opportunity to continue working: A review of quantitative studies. Human Resource Management Review. 29(3), 336-52, 2019.
• Briner RB, Rousseau DM. Evidence-based I–O psychology: Not there yet. Industrial and Organizational Psychology. 4(1), 3-22, 2011.
• Prieto-Pastor I, Martín-Pérez V, Martín-Cruz N. Social capital, knowledge integration and learning in project-based organizations: a CEO-based study. Journal of Knowledge Management. 2018.
• Huemann M. Human resource management in the project-oriented organization: towards a viable system for project personnel. Routledge; 2016.
• Bryde DJ, Wright GH. Project management priorities and the link with performance management systems. Project Management Journal. 38(4), 5-11, 2007.
• Boxall P, Purcell J. Strategy and human resource management. Macmillan International Higher Education; 2011.
• Vermeeren, B. Influencing public sector performance: studying the impact of ability-, motivation- and opportunity-enhancing human resources practices on various performance outcomes in the public sector. International Review of Administrative Sciences; 2015
• Organ DW. Organizational citizenship behavior: The good soldier syndrome. Lexington Books/DC Heath and Com; 1988.
• Sun LY, Aryee S, Law KS. High-performance human resource practices, citizenship behavior, and organizational performance: A relational perspective. Academy of management Journal. 50(3), 558-77, 2007.
• Kissi E, Asare OA, Agyekum K, Agyemang DY, Labaran M. Ascertaining the interaction effects among organisational citizenship behaviour, work overload and employees’ performance in the Ghanaian construction industry. International Journal of Productivity and Performance Management. 2019.
• Paauwe J, Guest DE, Wright PM, editors. HRM and performance: Achievements and challenges. John Wiley & Sons; 2012.
• Turner R, Huemann M, Keegan A. Human resource management in the project-oriented organization: Employee well-being and ethical treatment. International Journal of Project Management. 26(5), 577-85, 2008.
• Popaitoon S, Siengthai S. The moderating effect of human resource management practices on the relationship between knowledge absorptive capacity and project performance in project-oriented companies. International Journal of Project Management. 32(6), 908-20, 2014.
• Nguyen TN, Quang T, Buyens D. The relationship between training and firm performance: A literature review. Research and practice in human resource management. 18(1), 28-45, 2010.
• Wright PM, Nishii LH. Strategic HRM and organizational behavior: Integrating multiple levels of analysis. CAHRS Working Paper Series. 2007.
• Minbaeva DB. HRM practices and MNC knowledge transfer. Personnel review. 2005
• Schuler RS, Jackson SE. Organizational strategy and organization level as determinants of human resource management practices. People and Strategy. 10(3), 125, 1987.
• Guest D, Conway N. The impact of HR practices, HR effectiveness and a ‘strong HR system’on organisational outcomes: a stakeholder perspective. The international journal of human resource management. 22(8), 1686-702, 2011.
• Singh S, Darwish TK, Costa AC, Anderson N. Measuring HRM and organisational performance: concepts, issues, and framework. Management decision. 2012.
• Kooij DT, Guest DE, Clinton M, Knight T, Jansen PG, Dikkers JS. How the impact of HR practices on employee well‐being and performance changes with age. Human Resource Management Journal. 23(1), 18-35, 2013.
• Bailey TR. Discretionary effort and the organization of work: Employee participation and work reform since Hawthorne. Teachers College and Conservation of Human Resources, Columbia University; 1993.
• Guest DE. Human resource management and performance: a review and research agenda. International journal of human resource management. 8(3), 263-76, 1997.
• Huselid MA. The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of management journal. 38(3), 635-72, 1995.
• Dyer L, Reeves T. Human resource strategies and firm performance: what do we know and where do we need to go? International Journal of human resource management. 6(3), 656-70, 1995.
• Guest DE. Human resource management and performance: still searching for some answers. Human resource management journal. 21(1), 3-13, 2011.
• Darwish TK, Singh S, Wood G. The impact of human resource practices on actual and perceived organizational performance in a Middle Eastern emerging market. Human Resource Management. 55(2), 261-81, 2016.
• Inkson K, Gunz H, Ganesh S, Roper J. Boundaryless careers: Bringing back boundaries. Organization studies. 33(3), 323-40, 2012.
• Latorre F, Guest D, Ramos J, Gracia FJ. High commitment HR practices, the employment relationship and job performance: A test of a mediation model. European Management Journal. 34(4), 328-37, 2016.
• Veth KN, Korzilius HP, Van der Heijden BI, Emans BJ, De Lange AH. Which HRM practices enhance employee outcomes at work across the life-span?. The international journal of human resource management. 30(19), 2777-808, 2019.
• Delaney JT, Huselid MA. The impact of human resource management practices on perceptions of organizational performance. Academy of Management journal. 39(4), 949-69, 1996.
• Wright PM, McMahan GC. Theoretical perspectives for strategic human resource management. Journal of management. 18(2), 295-320, 1992.
• Appelbaum E, Bailey T, Berg P, Kalleberg AL, Bailey TA. Manufacturing advantage: Why high-performance work systems pay off. Cornell University Press; 2000.
• Chuang CH, Liao HU. Strategic human resource management in service context: Taking care of business by taking care of employees and customers. Personnel psychology. 63(1), 153-96. 2010.
• MacDuffie JP. Human resource bundles and manufacturing performance: Organizational logic and flexible production systems in the world auto industry. ilr Review. 48(2), 197-221, 1995.
• Gong Y, Law KS, Chang S, Xin KR. Human resources management and firm performance: The differential role of managerial affective and continuance commitment. Journal of Applied Psychology. 94(1), 263, 2009.
• Jiang K, Lepak DP, Hu J, Baer JC. How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of management Journal. 55(6), 1264-94, 2012.
• Boon C, Belschak FD, Den Hartog DN, Pijnenburg M. Perceived human resource management practices:Their effect on employee absenteeism and time allocation at work. Journal of Personnel Psychology. 13(1), 21–33, 2014.
• Chung GH, Pak J. Is there internal fit among ability-, motivation-, and opportunity-enhancing HR practices? Evidence from South Korea. Review of Managerial Science. 1-26, 2020.
• Lepak DP, Liao H, Chung Y, Harden EE. A conceptual review of human resource management systems in strategic human resource management research. Research in personnel and human resources management. 25, 217-71, 2006.
• Mohammad T, Darwish TK, Singh S, Khassawneh O. Human Resource Management and Organisational Performance: The Mediating Role of Social Exchange. European Management Review. 18(1), 125-36, 2021.
• Blau PM. Justice in social exchange. Sociological inquiry. 34(2), 193-206, 1964.
• Gardner TM, Wright PM, Moynihan LM. The impact of motivation, empowerment, and skill‐enhancing practices on aggregate voluntary turnover: The mediating effect of collective affective commitment. Personnel psychology. 64(2), 315-50, 2011.
• Marin-Garcia JA, Tomas JM. Deconstructing AMO framework: A systematic review. Intangible Capital. 12(4), 1040-87,2016.
• Fletcher C. Performance appraisal and management: The developing research agenda. Journal of Occupational and organizational Psychology. 74(4), 473-87, 2001.
• Piaralal SK, Bhatti MA, Piaralal NK, Juhari AS. Factors affecting service recovery performance and customer service employees: A study of Malaysian life insurance industry. International Journal of Productivity and Performance Management. 65(7), 898-924, 2016.
• Mihardjo LW, Jermsittiparsert K, Ahmed U, Chankoson T, Hussain HI. Impact of key HR practices (human capital, training and rewards) on service recovery performance with mediating role of employee commitment of the Takaful industry of the Southeast Asian region. Education+ Training. 63(1), 1-21, 2020.
• Shore LM, Tetrick LE, Lynch P, Barksdale K. Social and economic exchange: Construct development and validation. Journal of applied social psychology. 36(4), 837-67, 2006.
• Kampkötter P, Marggraf K, Zimmermann JH. Determinants and effects of formal target agreements: an empirical investigation of German firms. Review of Managerial Science. 11(1), 1-8, 2017.
• O'Halloran PL. Performance pay and employee turnover. Journal of economic studies. 39(6), 653-74, 2012.
• Demortier AL, Delobbe N, El Akremi A. Opening the black box of hr practices-performance relationship: Testing a three pathways AMO model. In Academy of Management Proceedings, Academy of Management. 1(1), 14932, 2014.
• Minbaeva DB. Strategic HRM in building micro-foundations of organizational knowledge-based performance. Human Resource Management Review. 23(4), 378-90, 2013.
• Kehoe RR, Wright PM. The impact of high-performance human resource practices on employees’ attitudes and behaviors. Journal of management. 39(2), 366-91, 2013.
• Morales-Sánchez R, Pasamar S. How to improve organisational citizenship behaviour by combining ability, motivation and opportunity: The moderator role of perceived organisational support. Employee Relations: The International Journal. 42(2), 398-416, 2019.
• Baard PP, Deci EL, Ryan RM. Intrinsic need satisfaction: a motivational basis of performance and weil‐being in two work settings 1. Journal of applied social psychology. 34(10), 2045-68, 2004.
• Strauss G. Worker participation—some under‐considered issues. Industrial Relations: A Journal of Economy and Society. 45(4), 778-803, 2006.
• Organ DW, Podsakoff PM, MacKenzie SB. Organizational citizenship behavior: Its nature, antecedents, and consequences. Sage Publications; 2005.
• Lloyd KJ, Boer D, Keller JW, Voelpel S. Is my boss really listening to me? The impact of perceived supervisor listening on emotional exhaustion, turnover intention, and organizational citizenship behavior. Journal of Business Ethics. 130(3), 509-24, 2015.
• Podsakoff PM, MacKenzie SB. Impact of organizational citizenship behavior on organizational performance: A review and suggestion for future research. Human performance. 10(2), 133-51, 1997.
• Schlechter AF, Engelbrecht AS The relationship between transformational leadership, meaning and organisational citizenship behaviour. Management Dynamics: Journal of the Southern African Institute for Management Scientists. 15(4), 2-16, 2006.
• Alnajdawi S, Emeagwali OL, Elrehail H. The interplay among green human resource practices, organization citizenship behavior for environment and sustainable corporate performance: evidence from Jordan. Journal of Environmental Accounting and Management. 5(3), 171-84, 2017.
• Kepes S, Delery JE. HRM systems and the problem of internal fit. InThe Oxford handbook of human resource management; 2007.
• Gong Y, Chang S, Cheung SY. High performance work system and collective OCB: A collective social exchange perspective. Human Resource Management Journal. 20(2), 119-37, 2010.
• Wei YC, Han TS, Hsu IC. High-performance HR practices and OCB: A cross-level investigation of a causal path. The International Journal of Human Resource Management. 21(10), 1631-48, 2010.
• Rurkkhum S, Bartlett KR. The relationship between employee engagement and organizational citizenship behaviour in Thailand. Human Resource Development International. 15(2), 157-74, 2012.
• Purcell J, Hutchinson S. Front‐line managers as agents in the HRM‐performance causal chain: theory, analysis and evidence. Human Resource management journal. 17(1), 3-20, 2007.
• Wright PM, Gardner TM, Moynihan LM, Allen MR. The relationship between HR practices and firm performance: Examining causal order. Personnel psychology. 58(2), 409-46, 2005.
• Taamneh A, Alsaad AK, Elrehail H. HRM practices and the multifaceted nature of organization performance: The mediation effect of organizational citizenship behavior. EuroMed Journal of Business. 13(3), 315-34, 2018.
• Kumar SP, Saha S. Influence of trust and participation in decision making on employee attitudes in Indian public sector undertakings. Sage Open. 7(3),2017.
• Schnake ME, Dumler MP. Levels of measurement and analysis issues in organizational citizenship behaviour research. Journal of occupational and organizational psychology. 76(3), 283-301, 2003.
• Tsui AS, Pearce JL, Porter LW, Tripoli AM. Alternative approaches to the employee-organization relationship: does investment in employees pay off?. Academy of Management journal. 40(5), 1089-121, 1997.
• Colquitt JA, Baer MD, Long DM, Halvorsen-Ganepola MD. Scale indicators of social exchange relationships: A comparison of relative content validity. Journal of Applied Psychology. 99(4), 599, 2014.
• Zhang J, Bal PM, Akhtar MN, Long L, Zhang Y, Ma Z. High‐performance work system and employee performance: the mediating roles of social exchange and thriving and the moderating effect of employee proactive personality. Asia Pacific Journal of Human Resources. 57(3), 369-95, 2019.
• Saxena S, Saxena R. Impact of job involvement and organizational commitment on organizational citizenship behavior. International Journal of Management and Business Research. 5(1), 19-30, 2015.
• Morrison EW. Organizational citizenship behavior as a critical link between HRM practices and service quality. Human resource management. 35(4), 493-512, 1996.
• Chiang CF, Hsieh TS. The impacts of perceived organizational support and psychological empowerment on job performance: The mediating effects of organizational citizenship behavior. International journal of hospitality management. 31(1), 180-90, 2012.
• Memon MA, Sallaeh R, Baharom MN, Nordin SM, Ting H. The relationship between training satisfaction, organisational citizenship behaviour, and turnover intention: A PLS-SEM approach. Journal of Organizational Effectiveness: People and Performance. 4, 267-90, 2017.
• Cesário F, Magalhães S. Human resources management, citizenship behavior, and turnover intention in the Portuguese public administration. International Journal of Public Administration. 40(11), 979-88,2017.
• Aydinli S, Mustafa OR, Emel OR. Wage determinants and wage inequalities–case of construction engineers in Turkey. Teknik Dergi. 30(2), 8961-85, 2019.
• Saunders M, Lewis PH, Thornhill AD. Research methods. Business Students 8th edition Pearson Education Limited, England; 2019.
• Sekaran U, Bougie R. Research Methods For Business: A Skill Building 7 ed. Wily; 2016.
• Patten M, Questionnaire Research: A Practical Guide (4th ed.). Routledge; 2014.
• Llieva J, Baron S, Healey NM. Online surveys in marketing research. International Journal of Market Research, 44(3), 1-14, 2002.
• Vermeeren B, Steijn B, Tummers L, Lankhaar M, Poerstamper RJ, Van Beek S. HRM and its effect on employee, organizational and financial outcomes in health care organizations. Human resources for health. 12(1), 1-9, 2014.
• Podsakoff PM, MacKenzie SB, Moorman RH, Fetter R. Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors. The leadership quarterly. 1(2), 107-42, 1990.
• Kim S. Individual-level factors and organizational performance in government organizations. Journal of public administration research and theory. 15(2), 245-61, 2004.
• Baron, RM, Kenny, DA. The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality & SocialPsychology, 51, 1173-1182, 1986.
• Preacher, KJ, Hayes, AF. Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behavior research methods, 40(3), 879-891,2008.
• Preacher KJ, Hayes AF. SPSS and SAS procedures for estimating indirect effects in simple mediation models. Behavior research methods, instruments, & computers. 36(4), 717-31, 2004.
• Sobel ME. Asymptotic confidence intervals for indirect effects in structural equation models. Sociological methodology. 13, 290-312, 1982.
• Hayes AF, Montoya AK, Rockwood NJ. The analysis of mechanisms and their contingencies: PROCESS versus structural equation modeling. Australasian Marketing Journal (AMJ), 25(1), 76-81, 2017.
• Uyumaz G, Mor-Dirlik E, Çokluk Ö. Açımlayıcı factor analizinde tekrar edilebilirlik: kavramveuygulama. Abant İzzet Baysal Üniversitesi Eğitim Fakültesi Dergisi, 16(2), 659- 675, 2016.
• İŞKUR, https://media.iskur.gov.tr/51150/insaat-sektoru.pdf, 2021, accessed on 17.06.22.
• TÜİK, Hane Halkı İşgücü Anketi Veri Setleri, 2016
• İNTES, İnşaat Sektörü Raporu, Türkiye İnşaat Sanayicileri İşveren Sendikası, Ocak, Ankara, 2019
• Meiksins PF, Watson JM. Professional autonomy and organizational constraint: The case of engineers. The Sociological Quarterly. 30(4), 561-85, 1989.