Estrategia competitiva y sistemas de trabajo de alto rendimiento

  1. Lertxundi Lertxundi, Aitziber
  2. Landeta Rodríguez, Jon
Revista:
Revista europea de dirección y economía de la empresa

ISSN: 1019-6838

Año de publicación: 2011

Volumen: 20

Número: 2

Páginas: 73-86

Tipo: Artículo

DIALNET GOOGLE SCHOLAR lock_openDialnet editor

Otras publicaciones en: Revista europea de dirección y economía de la empresa

Resumen

Esta investigación estudia si la estrategia competitiva de la empresa es un factor condicionante del grado de implementación de los denominados �sistemas de trabajo de alto rendimiento�. A partir de la tipología de Porter (1985), se analiza si existe alguna vinculación entre el desarrollo de las estrategias de diferenciación, de enfoque y de liderazgo en costes con el grado de implementación de estos sistemas. Con este objetivo se ha realizado un estudio empírico sobre una muestra de 116 empresas españolas. Los resultados obtenidos muestran una relación positiva entre la opción estratégica de diferenciación y la intensidad de empleo de estos sistemas de dirección de recursos humanos. Este trabajo aporta, por tanto, nuevas evidencias empíricas que apoyan la perspectiva contingente de la dirección estratégica de los recursos humanos.

Referencias bibliográficas

  • APPELBAUM, E.; BAILEY, T.; BERG, P.; KALLEBERG, A.L. (2000): Manufacturing Advantage: Why High-Performance Work Systems Pay Off. London: Cornell University Press.
  • ARTHUR, J.B. (1992): "The Link between Business Strategy and Industrial Relations Systems in American Steel Minimills", Industrial and Labor Relations Review, 45 (3), pp. 488-506.
  • ARTHUR, J.B. (1994): "Effects of Human Resource Systems on Manufacturing Performance and Turnover", Academy of Management Journal, 37 (3), pp. 670-687.
  • BAE, J.; LAWLER, J.J. (2000): "Organizational and HRM Strategies in Korea: Impact on Firm Performance in an Emerging Economy", Academy of Management Journal, 43 (3), pp. 502-517.
  • BARNEY, J.B.; WRIGHT, P.M. (1998): "On Becoming a Strategic Partner: The Role of Human Resources in Gaining Competitive Advantage", Human Resource Management, 37 (1), pp. 31-46.
  • BATT, R. (2002): "Managing Customer Services: Human Resource Practices, Quit Trates, and Sales Growth", Academy of Management Journal, 45 (3), pp. 587-597.
  • BAYO, A.; MERINO, J. (2002): "Las prácticas de recursos humanos de alto compromiso: un estudio de los factores que influyen en su adopción en la industria española", Cuadernos de Economía y Dirección de la Empresa, 12, pp. 227-246.
  • BECKER, B.E.; HUSELID, M.A.; PICKUS, P.S.; SPRATT, M.F. (1997): "HR as a Source of Shareholder Value: Research and Recommendations", Human Resource Management, 31 (1), pp. 39-47. (Pubitemid 127348507)
  • BECKER, B.E.; HUSELID, M.A. (1998): "High Performance Work Systems and Firm Performance: A Synthesis of Research and Managerial Implications", Research in Personnel and Human Resources Management, 16 (1), pp. 53-101.
  • BEER, M.; SPECTOR, B.; LAWRENCE, P.; QUINN MILLS, D.; WALTON, R. (1984): Managing Human Assets. New York: Free Press.
  • BOSELIE, P.; DIETZ, G.; BOON, C. (2005): "Commonalities and Contradictions in HRM and Performance Research", Human resource Management Journal, 15 (3), pp. 67-94. (Pubitemid 43271813)
  • BOXALL, P.; PURCELL, J. (2003): Strategy and Human Resource Management. Hampshire: Palgrave/MacMillan.
  • CAMELO, C.; MARTÍN, 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), pp. 935-958. (Pubitemid 38973400)
  • CAMPS, J.; LUNA AROCAS, R. (2009): "High Involvement Work Practices and Firm Performance", International Journal of Human Resource Management, 20 (5), pp. 1056-1077.
  • CHANG, E. (2006): "Individual Pay for Performance and Commitment HR Practices in South Korea", Journal of World Business, 41 (4), pp 368-381. (Pubitemid 44645044)
  • DELANEY, J.T.; HUSELID, M.A. (1996): "The Impact of Human Resource Management Practices on Perceptions of Organizational Performance", Academy of Management Journal, 39 (4), pp. 949-969.
  • DELANEY, J.T.; GODARD, J. (2001): "An Industrial Relations Perspective on the High-Performance Paradigm", Human Resource Management Review, 11 (4), pp. 395-429. (Pubitemid 33378917)
  • DELERY, J.E.; DOTY, D.H. (1996): "Modes of Theorizing in Strategic Human Resource Management: Tests of Universalistic, Contingency and Configurational Performance Predictions", Academy of Management Journal, 39 (4), pp. 802-835.
  • DESS, G.G.; DAVIS, P.S. (1984): "Porter's Generic Strategies as Determinants of Strategic Group Membership and Organizational Performance", Academy of Management Journal, 27 (3), pp. 467-488.
  • FOMBRUM, C.J.; TICHY, N.M.; DEVANNA, M.A. (1984): Strategic Human Resource Management. New York: Wiley.
  • GARDNER, T.M.; MOYNIHAN, L.M.; PARK, H.J.; WRIGHT, P.M. (2001): Beginning to Unlock the Black Box in the HR Firm Performance Relationship: The Impact of HR Practices on Employee Attitudes and Employee Outcomes. (Working Paper). Ithaca, NY: Cornell University, The Center for Advanced Human Resource Studies.
  • GEARY, J.K. (1999): "The New Workplace: Change at Work in Ireland", International Journal of Human Resource Management, 10 (5), pp. 870-890.
  • GÓMEZ-MEJÍA, L.R.; BALKIN, D.B. (1992): Compensation, Organizational Strategy and Firm Performance. South Western.
  • GUBMAN, E.L. (1995): "Aligning People Strategies with Customer Value", Compensation & Benefits Review, 27 (1), pp. 15-22.
  • GUEST, D.E. (1997): "Human Resource Management and Performance: A Review and Research Agenda", International Journal of Human Resource Management, 8 (3), pp. 263-276.
  • GUTHRIE, J.P. (2001): "High-Involvement Work Practices, Turnover, and Productivity: Evidence from New Zealand", Academy of Management Journal, 44 (1), pp. 180-190.
  • GUTHRIE, J.P.; SPELL, C.S.; NYAMORI, R.O. (2002): "Correlates and Consequences of High Involvement Work Practices: The Role of the Competitive Strategy", International Journal of Human Resource Management, 13 (1), pp. 183-197.
  • HAIR, J.F.; ANDERSON, R.E.; TATHAM, R.L.; BLACK, W.C. (1999): Análisis multivariante. 5a ed. Madrid: Pearson Educación.
  • HENDRY C.; PETTIGREW, A. (1992): "Patterns of Strategic Change in the Development of Human Resource Management", British Journal of Management, 3 (3), pp. 137-156.
  • HOQUE, K. (1999): "Human Resource Management and Performance in the UK Hotel Industry", British Journal of Industrial Relations, 37 (3), pp. 419-443.
  • HUSELID, M.A. (1995): "The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance", Academy of Management Journal, 38 (3), pp. 635-672.
  • HUSELID, M.A.; RAU, B.L. (1997): "The Determinants of High Performance Work Systems: Cross-Sectional and Longitudinal Analyses", Academy of Management Annual Conference. Boston, MA.
  • ICHNIOWSKI, C.; SHAW, K. (1995): Old Dogs and New Tricks: Determinants of the Adoption of Productivity-Enhancing Work Practices. (Brooking Papers on Economic Activity: Microeconomics). Washington, DC: Brooking Institute.
  • ICHNIOWSKI, C.; SHAW, K.; PRENNUSHI, G. (1997): "The Effects of Human Resource Management Practices on Productivity: A Study of Steel Finishing Lines", The American Economic Review, 87 (3), pp. 291-313.
  • JACKSON, S.E.; SCHULER, R.S.; RIVERO, J.C. (1989): "Organizational Characteristics as Predictors of Personnel Practices", Personnel Psychology, 42 (4), pp. 727-786.
  • JACKSON, S.E.; SCHULER, R.S. (1995): "Understanding Human Resource Management in the Context of Organizations and Their Environments", Annual Review of Psychology, 46, pp. 237-264.
  • KOCHAN, T.A.; OSTERMAN, P. (1994): The Mutual Gains Enterprise: Forging a Winning Partnership Among Labor, Management and Government. Boston: Harvard Business School Press.
  • LAWLER, E. (1992): The Ultimate Advantage: Creating the High Involvement Organization. San Francisco, CA: Jossey Bass.
  • LAWLER, J.J.; CHEN, S.; BAE, J. (2000): "Scale of Operations, Human Resource Systems and Firm Performance in East and Southeast Asia", Research and Practice in Human Resource Management, 8 (1), pp. 3-20.
  • LEE, J.; MILLER, D. (1999): "People Matter: Commitment to Employees, Strategy and Performance in Korean Firms", Strategic Management Journal, 20 (6), pp. 579-593. (Pubitemid 129548793)
  • LUNA AROCA, R.; CAMPS TORRES, J. (2007): "Configuraciones de prácticas de recursos humanos", International Workshop on HRM. Jerez.
  • MACDUFFIE, J.P. (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), pp. 197-221.
  • MAHONEY, J.; PANDIAN, J. (1992): "The Resource-Based View within the Conversation of Strategic Management", Strategic Management Journal, 13 (5), pp. 363-380.
  • MARCHINGTON, M.; PARKER, P. (1990): Changing Patterns of Employee Relations. Hemel Hempstead: Harvester Wheatsheaf.
  • MELIÁN, S.; VERANO, D. (2004): "A New Approach to the Best Practice Debate: Are Best Practices Applied to all Employees in the Same Way", International Journal of Human Resource Management, 15 (1), pp. 56-75.
  • MENEZES, L.; WOOD, S. (2006): "The Reality of Flexible Work Systems in Britain", International Journal of Human Resource Management, 17 (1), pp. 106-138. (Pubitemid 43347855)
  • MILES, R.E.; SNOW, C.C. (1978): Organizational Strategy, Structure and Processes. New York: McGraw-Hill.
  • MILES, R.E.; SNOW, C.C. (1984): "Designing Strategic Human Resource Systems", Organizational Dynamics, 31 (1), pp. 36-52.
  • OLIAN, J.D.; RYNES, S.L. (1994): "Organizational Staffing: Integrating Practice with Strategy", Industrial Relations, 23 (2), pp. 170-183.
  • ORDIZ FUERTES, M.; FERNÁNDEZ SÁNCHEZ, E. (2003): "High-Involvement Practices in Human Resource Management: Concept and Factors that Motivate Their Adoption", International Journal of Human Resource Management, 14 (4), pp. 511-529. (Pubitemid 37496941)
  • OSTERMAN, P. (1987): "Choice of Employment Systems in Internal Labor Markets", Industrial Relations, 26 (1), pp. 46-67.
  • OSTERMAN, P. (1994): "How Common is Workplace Transformation and Who Adopts It?", Industrial and Labor Relations Review, 47 (2), pp. 173-188.
  • PARK, H.J.; MITSUHASHI, H.; FEY, C.F.; BJÖRKMAN, I. (2003): "The Effect of Human Resource Management Practices on Japanese MNC Subsidiary Performance: A Partial Mediating Model", International Journal of Human Resource Management, 14 (8), pp. 1391-1406. (Pubitemid 38225686)
  • PECK, S.R. (1994): "Exploring the Link Between Organizational Strategy and the Employment Relationship: The Role of Human Resources Policies", Journal of Management Studies, 31 (5), pp. 715-736.
  • PFEFFER, J. (1994): Competitive Advantage Through People. Unleashing the Power of the Work Force. Boston: Harvard Business School Press.
  • PFEFFER, J. (1998): The Human Equation. Building Profits by Putting People First. Boston: Harvard Business School Press.
  • PORTER M.E. (1985): Competitive Advantage: Creating and Sustaining Superior Performance. New York: Free Press.
  • PURCELL, J. (1999): "Best Practice and Best Fit: Chimera or Cul-de-Sac?", Human Resource Management Journal, 9 (3), pp. 26-41.
  • RAGHURAM, S. (1994): "Linking Staffing and Training Practices with Business Strategy: A Theoretical Perspective", Human Resource Development Quarterly, 5 (3), pp. 237-251.
  • ROCA, V.; ESCRIG, A.B.; BOU, J.C. (2002): "Compromiso con los empleados y estrategia competitiva: un análisis intersectorial de su repercusión en los resultados", Cuadernos de Economía y Dirección de la Empresa, N. 12, pp. 267-289.
  • SÁNCHEZ, G.; ARAGÓN, A. (2002): "Retribución del directivo, factores contextuales y resultados de la empresa: evidencia empírica en el sector químicofarmaceútico", Cuadernos de Economía y Dirección de la Empresa, 12, pp.315-336.
  • SANZ VALLE, R.; SABATER SÁNCHEZ, R.; ARAGÓN SÁNCHEZ, A. (1999): "Human Resource Management and Business Strategy Links: An Empirical Study", International Journal of Human Resource Management, 10 (4), pp. 655-671.
  • SCHULER, R.S.; JACKSON, S.E. (1987): "Linking Competitive Strategies with Human Resource Management Practices", Academy of Management Executive, 1 (3), pp. 207-219.
  • SCHULER, R.S.; ROGOVSKY, N. (1998): "Understanding Compensation Practice Variations Across Firms: The Impact of National Culture", Journal of International Business Studies, 29 (1), pp. 159-177. (Pubitemid 128344327)
  • SCHULER, R.S.; JACKSON, S.E. (2005): "A Quarter-Century Review of Human Resource Management in the U.S.: The Growth in Importance of the International Perspective", Management Review, 16 (1), pp. 1-25.
  • SISSON, K.; STOREY, J. (2000): The Realities of Human Resource Management. Milton Keynes: Open University Press.
  • TREACY, M.; WIERSEMA, F. (1993): "Ser líder del mercado: una cuestión de valor añadido", Harvard Deusto Business Review, 54, pp. 118-127.
  • U.S. DEPARTMENT OF LABOR (1993): High Performance Work Practices and Firm Performance. U.S. Government Printing Office.
  • VALLE, R.J. (coord.) (2004): La gestión estratégica de los recursos humanos. Madrid: Pearson Educación.
  • WAY, S.A. (2002): "High Performance Work Systems and Intermediate Indicators of Firm Performance within the US Small Business Sector", Journal of Management, 28 (6), pp. 765-785.
  • WOOD, S.; MENEZES, L. (1998): "High Commitment Management in UK: Evidence from the Workplace Industrial Relations Survey and Employers' Manpower and Skills Practices Survey", Human Relations, 51 (4), pp. 485-515. (Pubitemid 128383722)
  • WRIGHT, P.M.; MCMAHAN, G. (1992): "Theoretical Perspectives for Strategic Human Resource Management", Journal of Management, 18 (2), pp. 295-320.
  • WRIGHT, P.M.; SMART, D.L.; MCMAHAN, G. (1995): "Matches Between Human Resources and Strategy Among NCAA Basketball Teams", Academy of Management Journal, 38 (4), pp. 1052-1074.
  • YOUNDT, M.A.; SNELL, S.A.; DEAN JR., J.W.; LEPAK, D.P. (1996): "Human Resource Management, Manufacturing Strategy and Firm Performance", Academy of Management Journal, 39 (4), pp. 836-866.
Fuente de los datos: Dialnet