Estudio exploratorio de los programas de alta implicación de los operariosIdentificación de las dimensiones y propuesta de un cuestionario para medir el grado de uso en las empresas

  1. Marin-Garcia, Juan A.
  2. Conci, Graziela
Journal:
Intangible Capital

ISSN: 1697-9818

Year of publication: 2009

Volume: 5

Issue: 3

Pages: 278-300

Type: Article

More publications in: Intangible Capital

Bibliographic References

  • AHMAD, S.; SCHROEDER, R. G.; SINHA, K. K. (2003). The Role of Infrastructure Practices in the Effectiveness of JIT Practices: Implications for Plant Competitiveness. Journal of Engineering and Technology Management, 20 (3): 161-191.
  • AVELLA, L.; FERNANDEZ, E.; VAZQUEZ, C. J. (2001). Analysis of Manufacturing Strategy As an Explanatory Factor of Competitiveness in the Large Spanish Industrial Firm. International Journal of Production Economics, 72 (2): 139-157.
  • BARRETT, R.; MAYSON, S. (2007). Human Resource Management in Growing Small Firms. Journal of Small Business and Enterprise Development, 14 (2): 307-320.
  • BAYO MORIONES, A.; MERINO DÍAZ DE CERIO, J. (2002a). Human Resource Management, Strategy and Operational Performance in the Spanish Manufacturing Industry. M@n@Gement, 5 (3): 175-199.
  • BAYO MORIONES, A.; MERINO DÍAZ DE CERIO, J. (2002b). Las Prácticas De Recursos Humanos De Alto Compromiso: Un Estudio De Los Factores Que Influyen Sobre Su Adopción En La Industria Española. Cuadernos De Economía y Dirección De La Empresa (12): 227-247.
  • BECKER, B. E.; HUSELID, M. A. (1999). Strategic Human Resource Management in Five Leading Firms. Industrial Relations, 38 (4): 287-301.
  • BIRDI, K.; CLEGG, C.; PATTERSON, M.; ROBINSON, A.; STRIDE, C. B.; WALL, T. D.; WOOD, S. J. (2008). The Impact of Human Resource and Operational Management Practices on Company Productivity: A Longitudinal Study. Personnel Psychology, 61 (3): 467-501.
  • CAMELO, C.; MARTIN, F.; ROMERO, P. M.; VALLE, R. (2004). Human Resources Management in Spain: Is It Possible to Speak of a Typical Model? International Journal of Human Resource Management, 15 (6): 935-958.
  • CAPPELLI, P.; NEUMARK, D. (2001). Do "High-Performance" Work Practices Improve Establishment-Level Outcomes? Industrial and Labor Relations Review, 54 (4): 737-775.
  • CHANG, W.J.A.; HUANG, T. C. (2005). Relationship Between Strategic Human Resource Management and Firm Performance - A Contingency Perspective. International Journal of Manpower, 26 (5): 434-449.
  • COMBS, J.; LIU, Y.; HALL, A.; KETCHEN, D. (2006). How Much Do High-Performance Work Practices Matter? A Meta-Analysis of Their Effects on Organizational Performance. Personnel Psychology, 59 (3): 501-528.
  • COX, A.; ZAGELMEYER, S.; MARCHINGTON, M. (2006). Embedding Employee Involvement and Participation at Work. Human Resource Management Journal, 16 (3): 250-267.
  • CUA, K.; MCKONE, K.; SCHROEDER, R. G. (2001). Relationships Between Implementation of TQM, JIT, and TPM and Manufacturing Performance. Journal of Operations Management, 19 (6): 675-694.
  • DEVARAJ, S.; HOLLINGWORTH, D. G.; SCHROEDER, R. G. (2004). Generic Manufacturing Strategies and Plant Performance. Journal of Operations Management, 22 (3): 313-333.
  • DREHMER, D. A.; BELOHLAV, J. A.; COYE, R. W. (2000). An Exploration of Employee Participation Using a Scaling Approach. Group & Organization Management, 25 (4): 397.
  • DRUMMOND, I.; STONE, I. (2007). Exploring the Potential of High Performance Work Systems in SMEs. Employee Relations, 29 (2): 192-207.
  • DYER, S. (1998). Flexibility Models - A Critical Analysis. International Journal of Manpower, 19 (4): 223+.
  • FLYNN, B. B.; SAKAKIBARA, S. (1995). Relationship Between JIT and TQM: Practices and Performance. Academy of Management Journal, 38 (5): 1325.
  • FUERTES MARTÍNEZ, F.; MUNDUATE JACA, L.; FORTEA BAGÁN, M. Á. (1996). Análisis y rediseño de puestos (adaptación española del cuestionario Job Diagnostic Survey -JDS-). Castellón: Universidad Jaime I.
  • GARCIA-LORENZO, A.; PRADO PRADO, J. C. (2003). Employee Participation Systems in Spain. Past, Present and Future. Total Quality Management & Business Excellence, 14 (1): 15-24.
  • GUERRERO, S.; BARRAUD-DIDIER, V. (2004). High-Involvement Practices and Performance of French Firms. International Journal of Human Resource Management, 15 (8): 1408-1423.
  • GUEST, D. E. (2001). Human Resource Management : When Research Conforts Theory. International Journal of Human Resource Management, 127 (7): 1092-1106.
  • GUTHRIE, J. P.; SPELL, C. S.; NYAMORI, R. O. (2002). Correlates and Consequences of High Involvement Work Practices: the Role of Competitive Strategy. International Journal of Human Resource Management, 13 (1): 183-197.
  • HACKMAN, J. R.; OLDHAM, G. R. (1980). Work redesign.Addison-Wesley.
  • HAIR, J. F.; ANDERSON, R. E.; TATHAM, R. L.; BLACK, W. C. (1995). Multivariate data analysis. New Jersey: Prentice Hall.
  • HOGAN, E. A.; MARTELL, D. A. (1987). A Confirmatory Structural Equations Analysis of the Job Characteristics Model. Organizational Behavior and Human DEcision Processes, 39 (2): 242-263.
  • KATOU, A. A.; BUDHWAR, P. S. (2006). Human Resource Management Systems and Organizational Performance: a Test of a Mediating Model in the Greek Manufacturing Context. International Journal of Human Resource Management, 17 (7): 1223-1253.
  • KATOU, A. A.; BUDHWAR, P. S. (2007). The Effect of Human Resource Management Policies on Organizational Performance in Greek Manufacturing Firms. Thunderbird International Business Review, 49 (1): 1-35.
  • KAYA, N. (2006). The Impact of Human Resource Management Practices and Corporate Entrepreneurship on Firm Performance: Evidence From Turkish Firms. International Journal of Human Resource Management, 17 (12): 2074-2090.
  • KELLER, B. K. (1995). Rapporteur's Report: Emerging Models of Worker Participation and Representation. British Journal of Industrial Relations, 33 (3): 317-327.
  • KETOKIVI, M.; SCHROEDER, R. G. (2004a). Manufacturing Practices, Strategic Fit and Performance: A Routine-Based View. International Journal of Operations & Production Management, 24 (1/2): 171.
  • KETOKIVI, M. A.; SCHROEDER, R. G. (2004b). Strategic, Structural Contingency and Institutional Explanations in the Adoption of Innovative Manufacturing Practices. Journal of Operations Management, 22 (1): 63-89.
  • KINTANA, M. L.; ALONSO, A. U.; OLAVERRI, C. G. (2006). High-Performance Work Systems and Firms' Operational Performance: the Moderating Role of Technology. International Journal of Human Resource Management, 17 (1): 70-85.
  • LAWLER, E. E. (1991). High involvement Management. San Francisco: Jossey-Bass.
  • LAWLER, E. E. (1996). La ventaja definitiva. Barcelona: Granica.
  • LAWLER, E. E. (2005). From Human Resource Management to Organizational Effectiveness. Human Resource Management, 44 (2): 165-169.
  • LAWLER, E. E.; MOHRMAN, S.; BENSON, G. (2001). Organizing for high performance: employee involvement, TQM, reengineering, and knowledge management in the fortune 1000. The CEO report. San Francisco: Jossey-Bass.
  • LAWLER, E. E.; MOHRMAN, S.; LEDFORD, G. (1998). Strategies for high performance organizations: employee involvement, TQM, and reengineering programs in fortune 1000 coporations. San Francisco: Jossey-Bass.
  • LEWIS, M. W.; BOYER, K. K. (2002). Factors Impacting AMT Implementation: an Integrative and Controlled Study. Journal of Engineering and Technology Management, 19 (2): 111-130.
  • LIN, W. B. (2006). The Exploration of Employee Involvement Model. Expert Systems With Applications, 31 (1): 69-82.
  • LONG, R. J.; SHIELDS, J. L. (2005). Best Practice or Best Fit? High Involvement Management and Base Pay Practices in Canadian and Australian Firms. Asia Pacific Journal of Human Resources, 43 (1): 52-75.
  • MARIN-GARCIA, J. A.; BONAVÍA MARTÍN, T.; DE MIGUEL FERNÁNDEZ, E. (2001). El Sistema De Producción Ajustada En La Industria Auxiliar Del Automóvil. Revista Europea De Dirección y Economía De La Empresa, 10 (1): 69-78.
  • MARIN-GARCIA, J. A.; BONAVÍA MARTÍN, T.; MIRALLES INSA, C. (2008). The Use of Employee Participation in the USA and Spanish Companies. International Journal of Management Science and Engineering Management, 3 (1): 71-80.
  • MARIN-GARCIA, J. A.; ZARATE MARTÍNEZ, M. E. (2008). An Integrative Model of Knowledge Management and Team Work. Intangible Capital, 4 (4): 255-280.
  • MAYSON, S.; BARRETT, R. (2006). The 'Science' and 'Practice' of HRM in Small Firms. Human Resource Management Review, 16 (4): 447-455.
  • MELIAN-GONZALEZ, S.; VERANO-TACORANTE, D. (2004). A New Approach to the Best Practices Debate: Are Best Practices Applied to All Employees in the Same Way? International Journal of Human Resource Management, 15 (1): 56-75.
  • OOI, K. B.; ARUMUGAM, V.; SAFA, M. S.; BAKAR, N. A. (2007). HRM and TQM: Association With Job Involvement. Personnel Review, 36 (6): 939-962.
  • ORDIZ-FUERTES, M.; FERNANDEZ-SANCHEZ, E. (2003). High-Involvement Practices in Human Resource Management: Concept Ad Factors That Motivate Their Adoption. International Journal of Human Resource Management, 14 (4): 511-529.
  • RAPP, C.; EKLUND, J. (2007). Sustainable Development of a Suggestion System: Factors Influencing Improvement Activities in a Confectionary Company. Human Factors and Ergonomics in Manufacturing, 17 (1): 79-94.
  • ROGG, K. L.; SCHMIDT, D. B.; SHULL, C.; SCHMITT, N. (2001). Human Resource Practices, Organizational Climate, and Customer Satisfaction. Journal of Management, 27: 431-449.
  • SCHROEDER, R. G.; BATES, K. A.; JUNTTILA, M. A. (2002). A Resource-Based View of Manufacturing Strategy and the Relationship to Manufacturing Performance. Strategic Management Journal, 23 (2): 105.
  • STANTON, J. M.; BACHIOCHI, P. D.; ROBIE, C.; PEREZ, L. M.; SMITH, P. C. (2002). Revising the JDI Work Satisfaction Subscale: Insights into Stress and Control. Educational and Psychological Measurement, 62 (5): 877-895.
  • SUNG, J.; ASHTON, D. (2005). High Performance Work Practices: linking strategy and skills to performance outcomes . London: DTI in association with CIPD.
  • TARI, J. J.; MOLINA, J. F.; CASTEJÓN, J. L. (2007). The Relationship Between Quality Management Practices and Their Effects on Quality Outcomes. European Journal of Operational Research, 183 (2): 483-501.
  • TRACEY, M. W.; FLINCHBAUGH, J. W. (2006). How Human Resource Departments Can Help Lean Transformation. AME-Target Magazine Online, 22 (3): 5-10.