High-performance work system: differences between the perception of employees and the intention of human resources managers in SMEs in Colombia

  1. Carolina Monsalve-Castro 1
  2. Manuela Pardo-del-Val 2
  3. Sonia Dasi-Rodríguez 2
  4. Marianela Luzardo Briceño 3
  1. 1 USTA, Bucaramanga, Colombia
  2. 2 Universidad de Valencia, Spain
  3. 3 Universidad de Medellín, Colombia
Mostrar afiliaciones +
Revista:
Cuadernos de administración

ISSN: 2256-5078,  0120-4645

Año de publicación: 2022

Volumen: 38

Número: 72

Tipo: Artículo

DIALNET GOOGLE SCHOLAR lock_openDialnet editor

Otras publicaciones en: Cuadernos de administración

Resumen

Este trabajo tiene como propósito establecer si existe diferencia en el uso de las prácticas de alto rendimiento tal y como las conciben los directores de recursos humanos como responsables de su implantación y cómo estas prácticas son percibidas por los empleados. A partir de una descripción de las prácticas de alto rendimiento dentro de la Dirección de Recursos Humanos, se procede a revisar las clasificaciones más habituales y se concluye con la propuesta de una escala de medida que se aplica en el sector empresarial de la ciudad de Bucaramanga en Colombia, donde participan 50 Pymes y 651 empleados. Para la validación del instrumento se realiza un análisis factorial confirmatorio que permite evidenciar sus buenas propiedades psicométricas y se procede a analizar la información a través de estadística descriptiva. Los resultados muestran que existen diferencias en la percepción de los empleados y la implementación de directivos en algunas prácticas como retribución y formación. Finalmente, se concluye con la necesidad de continuar haciendo una distinción entre las prácticas aplicadas por la dirección (intencionadas) y las que son experimentadas por los individuos de una organización (percibidas), con el propósito de fortalecer los sistemas de recursos humanos que conlleven a alcanzar los objetivos propuestos a través de actitudes positivas por parte de los colaboradores.

Referencias bibliográficas

  • Ali, M., Lei, S., Freeman, S., & Munawar Khan, M. (2019). Implemented and perceived high-performance work system and its effect on branch performance. Employee Relations: The International Journal, 41(4), 793-810. https://doi.org/10.1108/ER-08-2017-0186
  • Arthur, J. (1994). Effects of Human Resource Systems on Manucfacturing Performance and Turnover. The Academy Management of Journal, 37(3), 670-687. https://doi.org/10.5465/256705
  • Baluch, A. (2017). Employee perceptions of HRM and well-being in nonprofit organizations: unpacking the unintended. The International Journal of Human Resource Management, 28(14), 1912-1937. https://doi.org/10.1080/09585192.2015.1136672
  • Bos-Nehles, A. & Meijerink, J. (2018). HRM implementation by multiple HRM actors: a social exchange perspective. The International Journal of Human Resource Management, 29(22), 3068-3092. https://doi.org/10.1080/09585192.2018.1443958
  • Boom, C., Den Hartog, D., & Lepak, D. (2019). A Systematic Review of Human Resource Management Systems and Their Measurement. Journal of Management, 45(6), 2498-2537. https://doi.org/10.1177/0149206318818718
  • Camps, J. & Luna-Arocas, R. (2008). Prácticas de alto rendimiento: su medición y su relación con la performance empresarial. Cuadernos de Economía y Dirección de la Empresa, 35, 113-137. https://doi.org/10.1016/s1138-5758(11)70061-5
  • Camps, J. & Luna-Arocas, R. (2009). High involvement work practices and firm performance. The International Journal of Human Resource Management, 20(5), 1056-1077. https://doi.org/10.1080/09585190902850273
  • Camps, J. & Luna-Arocas, R. (2012). A matter of learning: how human resources affect organizational performance. British Journal of Management, 23, 1-21. https://doi.org/10.1111/j.1467-8551.2010.00714.x
  • Delaney, J. & Huselid, M. (1996). The Impact of Human Resources Management Practices on Perceptions of Organizational Performance. Academy of Management Journal, 39(4), 949-969. https://doi.org/10.2307/256718
  • Delery, J. & Doty, H. (1996). Modes of theorizing in strategic human resource management: test of universalistic, contingency and configurational performance predictions. The Academy of Management Journal, 39(4), 802-835. https://doi.org/10.5465/256713
  • Escobedo, M., Hernández, J., Estebané, O., & Martínez, G. (2016). Modelos de Ecuaciones Estructurales: Características, Fases, Construcción, Aplicación y Resultados. Ciencia y Trabajo, 55, 16-22. https://doi.org/10.4067/s0718-24492016000100004
  • Evans, W. & Davis, W. (2015). High-performance work systems as an initiator of employee proactivity and flexible work processes. Organization Management Journal, 12(2), 64-74. https://doi.org/10.1080/15416518.2014.1001055
  • Haar, J., O’Kane, C., & Daellenbach, U. (2021). High Performance Work Systems and Innovation in New Zealand SMEs: Testing Firm Size and Competitive Environment Effects. The International Journal of Human Resource Management, 1-27. https://doi.org/10.1080/09585192.2021.1894213
  • Hau-Siu Chow, I. (2012). The roles of implementation and organizational culture in the HR-performance link. The International Journal of Human Resource Management, 23(15), 3114-3132. https://doi.org/10.1080/09585192.2011.639553
  • Huselid, M. (1995). The impact of human resource management on turnover, productivity and corporate financial performance. Academy Management of Journal, 38(3), 635-672. https://doi.org/10.2307/256741
  • Kaushik, D. & Mukherjee, U. (2021). High-performance work system: a systematic review of literature. International Journal of Organizational Analysis. https://doi.org/10.1108/IJOA-07-2020-2282
  • Khilji, S. & Wang, X. (2006). Intended and implemented HRM: the missing linchpin in strategic human resource management research. The International Journal of Human Resource Management, 17(7), 1171-1189. https://doi.org/10.1080/09585190600756384
  • Kloutsiniotis, P. & Mihail, D. (2017). Linking innovate human resource practices, employee attitudes and intention to leave in healthcare services. Employee Relations, 39(1), 34-53. https://doi.org/10.1108/er-11-2015-0205
  • Kloutsiniotis, P., Katou, A., & Mihail, D. (2021). Examining the “dark-side” of high performance work systems in the Greek manufacturing sector. Employee Relations: The International Journal. https://doi.org/10.1108/ER-04-2020-0170
  • Luna-Arocas, R. & Camps, J. (2008). Prácticas de alto rendimiento: un enfoque configuracional aplicado al caso español. Cuadernos de Estudios Empresariales, 18, 243-257. https://doi.org/10.1016/s1138-5758(11)70061-5
  • Ma, Z., Gong, Y., Long, L., & Zhang, Y. (2021). Team-level high-performance work systems, self-efficacy and creativity: differential moderating roles of person–job fit and goal difficulty. The International Journal of Human Resource Management, 32(2), 478-511. https://doi.org/10.1080/09585192.2020.1854816
  • McDuffie, J. (1995). Human resource bundles and manufacturing performance: organizational logic and flexible production systems in the world auto industry. Industrial and Labor Relations Review, 48(2), 197-221. https://doi.org 10.2307/254483
  • Macky, K. & Boxall, P. (2007). The relationship between high-performance work practices and employee attitudes: an investigation of additive and interaction effects. The International Journal of Human Resource Management, 18(4), 537-567. https://doi.org/10.1080/09585190601178745
  • Makhecha, U., Srinivasan, V., Prabhu, G., & Mukherji, S. (2018). Multi-level gaps: a study of intended, actual and experienced human resource practices in a hypermarket chain in India. The International Journal of Human Resource Management, 29(2), 360-398. https://doi.org/10.1080/09585192.2015.1126336
  • Marchington, M. & Grugulis, I. (2000). Best practice human resource management: perfect opportunity or dangerous illusion? The International Journal of Human Resource Management, 11(6), 1104-1121. https://doi.org/10.1080/09585190050177184
  • Miao, R., Bozionelos, N., Zhou, W., & Newman, A. (2021). High-performance work systems and key employee attitudes: the roles of psychological capital and an interactional justice climate. The International Journal of Human Resource Management, 32(2), 443-477. https://doi.org/10.1080/09585192.2019.1710722
  • Mierlo, J., Bondarouk, T., & Sanders, K. (2018). The dynamic nature of HRM implementation: a structuration perspective. The International Journal of Human Resource Management, 29(22), 3026-3045. https://doi.org/10.1080/09585192.2018.1443957
  • Morata-Ramírez, M., Holgado-Tello, F., Barbero-García, I., & Méndez, G. (2015). Análisis Factorial Confirmatorio. Recomendaciones sobre mínimos cuadrados no ponderados en función del error tipo I de Ji-Cuadrado y RMSEA. Acción Psicológica, 12(1), 79-90. https://doi.org/10.5944/ap.12.1.14362
  • Nishii, L., Lepak, D., & Schneider, B. (2008). Employee Attributions of the “Why” of HR Practices: Their Effects on Employee Attitudes and Behaviors, and Customer Satisfaction. Personnel Psychology, 61, 503-545. https://doi.org/10.1111/j.1744-6570.2008.00121.x
  • Para-González, L., Jiménez-Jiménez, D., & Martínez-Lorente, Á. (2019). Do SHRM and HPWS shape employees’ affective commitment and empowerment? Evidence-based HRM: a Global Forum for Empirical Scholarship, 7(3), 300-324. https://doi.org/10.1108/ebhrm-01-2019-0004
  • Pascual, V. (2013). El uso de las prácticas de alto rendimiento en la Pyme: aplicación, factores explicativos y estrategia corporativa. Universidad de Valencia.
  • Pascual, J. & Comeche, J. (2015). The effect of high-performance work systems on small and medium size enterprises. Journal of Business Research, 68, 1463-1465. https://doi.org/10.1016/j.jbusres.2015.01.034
  • Pfeffer, J. (1994). Competitive advantage through people. California Management Review, 36(2), 9-28. https://doi.org/10.2307/41165742
  • Pfeffer, J. (1998). Seven Practices of Successful Organizations. California Management Review, 40(2), 96. https://doi.org/10.2307/41165935R
  • Raineri, A. (2017). Linking human resources practices with performance: the simultaneous mediation of collective affective commitment and human capital. The International Journal of Human Resource Management, 28(22), 3149-3178. https://doi.org/10.1080/09585192.2016.1155163
  • Riaz, S., Townsend, K., & Woods, P. (2020). Understanding HRM philosophy for HPWS and employees’ perceptions. Personnel Review, 50(3), 812-828. https://doi.org/10.1108/PR-11-2019-0640
  • Rhee, H., Oh, H., & Yu, G. (2018). High-performance work systems and firm capabilities in Korea: a fit perspective with organizational culture. Asia Pacific Journal of Human Resources, 56(3), 317-340. https://doi.org/10.1111/1744-7941.12134
  • Serrano, J., & Barba, M. (2011). La gestión de recursos humanos en las corporaciones locales. Cuadernos de Gestión, 12(2), 149-168. https://doi.org/10.5295/cdg.100233js
  • Sun, Y., & Mamman, A. (2021). Adoption of high‐performance work systems in small and medium‐sized enterprises. Asia Pacific Journal Human Resource. https://doi.org/10.1111/1744-7941.12277
  • Takeuchi, R., Way, S., & Wei, A. (2018). Cross-level effects of support climate: Main and moderating roles. Human Resource Management, 57, 1205-1218. https://doi.org/10.1002/hrm.21891
  • Xi, M., Chen, Y., & Zhao, S. (2019). The Role of employees’ perceptions of HPWS in the HPWS-performance relationship: A multilevel perspective. Asia Pacific Journal of Management. https://doi.org/10.1007/s10490-019-09694-w
  • Yiang Zhu, M. & Bambacas, M. (2018). Implementing HPWS among the indigenous companies in China: Analysing from both managers’ and employees’ perspectives. Journal of General Management, 43(4), 175-187. https://doi.org/10.1177/0306307018766142
Fuente de los datos: Dialnet