You are here

Propuesta de un modelo teórico del doble ajuste de la estrategia de recursos humanos: Las percepciones de los trabajadores como nexo entre las políticas formuladas e implantadas

A theoretical model about the double strategic fit of the HRM strategy: Employees’ perceptions as connector between formulated and implemented HR practices

Journal Name:

Publication Year:

Abstract (2. Language): 
Purpose: Considering inconsistent results in the literature about the HRM-performance relationship, this study discusses the association between both variables from a process perspective. To do so, the paper proposes a theoretical model that differentiates between the intended double fit (vertical and horizontal fit) and the real fit achieved in the HR practices implementation, considering employees’ perceptions about the HRM system as a determinant factor to explain the success of HR practices. Design/methodology/approach: The research presents a theoretical review combining diverse fields of strategic human resource management research (fit perspective and system strength construct). Findings: The paper concludes with an alternative theoretical model that explains the relationship between the link between human resources and organizational performance, introducing employees’ perceptions on the HRM system as a mediating variable. Practical implications: Conclusions show the importance of the organizational communication in HRM processes, the role played by HR managers and the usefulness of the system strength as a tool to assess the fit of the implemented HRM strategy. Originality/value: Considering these assumptions, this proposal contributes to explain the effects of HRM strategies on organizational performance in three aspects: (1) the inclusion of employees’ perceptions about the HRM system as a mediating variable between HRM strategies and organizational performance, (2) the integration in the same study the HRM strategy formulation and implementation and (3) the introduction of the system strength construct as a tool to assess vertical and horizontal alignment in the HRM implementation phase.
Abstract (Original Language): 
Objeto: Partiendo de los resultados inconsistentes que la literatura ha mostrado acerca de la relación entre el rendimiento organizativo y la dirección de recursos humanos, este estudio discute la asociación entre ambas variables desde una perspectiva de proceso. Para ello, el artículo propone un modelo teórico que diferencia entre el doble ajuste (vertical y horizontal) definido y el realmente alcanzado en la implantación, considerando las percepciones de los trabajadores sobre el sistema de gestión como un factor determinante para explicar el éxito de las prácticas. Diseño/metodología: La investigación presenta una revisión teórica de varios campos de la literatura en materia de dirección de recursos humanos (perspectiva del doble ajuste y la fortaleza del sistema de gestión). Aportaciones y resultados: El artículo concluye con la propuesta de un modelo teórico alternativo que explica la relación entre la función de recursos humanos y en desempeño organizativo, introduciendo las percepciones de los empleados acerca del sistema de gestión como variable mediadora. Implicaciones prácticas: Las conclusiones apuntan a la importancia de la comunicación organizativa en los procesos de RRHH, el papel del responsable de recursos humanos y el uso de la fortaleza del sistema de gestión como una herramienta de evaluación del ajuste de la estrategia implantada. Valor añadido: Este estudio contribuye a explicar los efectos de la estrategia de recursos humanos sobre los resultados organizativos poniendo énfasis en tres aspectos: (1) la consideración las percepciones de los trabajadores acerca del sistema de gestión de recursos humanos como una variable mediadora entre las estrategias de recursos humanos y el rendimiento, (2) la integración en un mismo estudio de las fases de formulación e implantación de la estrategia de recursos humanos y, (3) la introducción del constructo fortaleza del sistema de gestión de recursos humanos como una herramienta de valoración del ajuste vertical y horizontal en la fase de implantación.
991
1020

REFERENCES

References: 

ALLEN, M.; WRIGHT, P. (2007). Strategic management and HRM. En Boxall, P., Purcell, J. &
Wright, P. (Eds.), The Oxford handbook of human resource management (pages 88-107).
Oxford: Oxford University Press.
ARTHUR, J.B.; BOYLES, T. (2007). Validating the human resource system structure: a levelsbased
strategic HRM approach. Human Resource Management Review, 17(1): 77-92.
http://dx.doi.org/10.1016/j.hrmr.2007.02.001
ARTHUR, J.B. (1992). The link between business strategy and industrial relations systems in
American steel minimills. Industrial and Labor Relations Review, 45(3): 488-506.
http://dx.doi.org/10.2307/2524274
ARTHUR, J.B. (1994). Effects of human resource systems on manufacturing performance.
Academy of Management Journal,37(3): 670-687. http://dx.doi.org/10.2307/256705
BAIRD, L.; MESHOULAM, I. (1988). Managing two fits of strategic human resource
management. The Academy of Management Review,14: 116-128.
BAIRD, L.; MESHOULAM, I.; DEGIVE, G. (1983). Meshing human resources planning with
strategic business planning: a model approach. Personnel, 60(5): 14-25.
BECKER, B.E.; HUSELID, M.A. (2006). Strategic human resources management: Where do we
go from here?. Journal of Management, 32(6): 898-925.
http://dx.doi.org/10.1177/0149206306293668
BECKER, B.; GERHART, B. (1996). The Impact of human resource management on
organizational performance: progress and prospects. Academy of Management Journal,
39(4): 779-801. http://dx.doi.org/10.2307/256712
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, 36(1):
39-47. http://dx.doi.org/10.1002/(SICI)1099-050X(199721)36:1<39::AID-HRM8>3.0.CO;2-X
BENSON, G.; LAWLER, E. (2003). Employee involvement: Utilization, impacts, and future
prospects. En Holman, D., Wall, T., Clegg, C., Sparrow, P. & Howard, A. (Eds.), The new
workplace: A guide to the human impact of modern working practices (pages 155-173).
London: Wiley.
BOON, C.; PAAUWE J.; BOSELIE; P.; DEN HARTOG, D. (2009). The Netherlands Institutional
pressures and HRM: developing institutional fit. Personnel Review ,38(5): 492-508.
http://dx.doi.org/10.1108/00483480910978018
BOSELIE, P.; DIETZ, G.; BOON, C. (2005). Commonalities and contradictions in HRM and
performance research. Human Resource Management Journal, 15(3): 67-94.
http://dx.doi.org/10.1111/j.1748-8583.2005.tb00154.x
BOWEN, D.E.; GILLILAND, S.W.; FOLGER, R. (1999). HRM and service fairness: How being fair
with employees spills over to customers. Organizational Dynamics, 27(3): 7-23.
BOWEN, D.E.; OSTROFF, C. (2004). Understanding HRM –Firm Performance linkages: The role
of the strength of the system of the HRM system. Academy of Management Review, 29(2):
203-221. http://dx.doi.org/10.1016/S0090-2616(99)90018-9
BREWSTER, C. (1993). Developing a ‘European’ model of Human Resource Management.
International Journal of Human Resource Management, 4(4): 765-784.
http://dx.doi.org/10.1080/09585199300000057
BREWSTER, C. (1995) Towards a European model of Human Resource Management. Journal of
International Business Studies, 26(1): 1-21. http://dx.doi.org/10.1057/palgrave.jibs.8490163
BREWSTER, C. (1999). Strategic Human Resource Management: the value of different
paradigms. Management International Review, 39(3): 45-64. http://dx.doi.org/10.1007/978-3-
322-90993-0_5
BREWSTER, C.; FANDALE, E.; OMMEREN, J. (2000). HR competencies and Profesional
standards. London: World Federations of Personnel Management Associations.
CABRERA, E.F.; BONACHE, J. (1999). An expert HR system for aligning organizational culture
and strategy. Human Resource Planning, 22(1): 51-60.
CALDWELL, R. (2008). HR business partner competency models: re-contextualising
effectiveness. Human Resource Management Journal, 18(3): 275-294.
http://dx.doi.org/10.1111/j.1748-8583.2008.00071.x
CHADWICK, C. (2010). Theoretic insights on the nature of performance synergies in human
resource systems: Toward greater precision. Human Resource Management Review, 20(2):
85–101. http://dx.doi.org/10.1016/j.hrmr.2009.06.001
CHOW, I.H.; HUANG, J.C.; LIU, S. (2008). Strategic human resource management in China:
Configurations and competitive advantage. Human Resource Management, 47(4): 687-706.
http://dx.doi.org/10.1002/hrm.20240
COMBS, J.G.; KETCHEN, D.J. JR.; HALL, A.T.; LIU, Y. (2006). Do high performance work
practices matter? A meta-analysis of their effects on organizational performance. Personnel
Psychology, 59(3): 501–528. http://dx.doi.org/10.1111/j.1744-6570.2006.00045.x
DELERY, J.E. (1998). Issues of fit in Strategic Human Resource Management: Implications for
research. Human Resource Management Review, 8(3): 289-309.
http://dx.doi.org/10.1016/S1053-4822(98)90006-7
DELERY, J.E.; DOTY, D.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.
http://dx.doi.org/10.2307/256713
DELMOTTE, J.; DE WINNE, S.; SELS, L. (2012). Toward an assessment of perceived HRM
system strength: scale development and validation. The International Journal of Human
Resource Management, 23(7): 1481-1506. http://dx.doi.org/10.1080/09585192.2011.579921
DEVANNA, M.A.; FOMBRUN, C.J.; TICHY, N.M. (1984). A framework for Strategic Human
Resource Management. En Fombrum, C., Tichy, N.M. & Devanna, M.A. (Eds.), Strategic
Human Resource Management. New York: Wiley.
DYER, L. (1984). Linking human resource and business strategy. Human Resource Planning,
7(2): 79-84.
FELDMAN, J.M. (1981). Perception, cognition, and the organization. Journal of Applied
Psychology, 66: 128-138.
FISKE, S.T.; TAYLOR, S.E. (1991). Social cognition. New York: McGraw-Hill.
FOMBRUN, C.; TICHY, N.; DEVANNA, M. (1984). Strategic Human Resource Management. John
Wiley and Sons.
GOLDEN, K.A.; RAMANUJAN, V. (1985). Between a dream and a nightmare: on the integration
of the human resource management and strategic business planning process. Human
Resource Management, 24(4): 429-452. http://dx.doi.org/10.1002/hrm.3930240405
GRATTON, L.; HOPE-HAILEY, V.; STILES, P.; TRUSS, C. (1999). Linking individual performance
business strategy: The people process model. Human Resource Management, 38(1): 17-31.
http://dx.doi.org/10.1002/(SICI)1099-050X(199921)38:1<17::AID-HRM3>3.0.CO;2-A
GREEN, K.W.; WU, C.; WHITTEN, D.; MEDLIN, B. (2006). The impact of strategic human
resource management on firm performance and HR professionals' work attitude and work
performance. International Journal of Human Resource Management, 17(4): 559-579.
http://dx.doi.org/10.1080/09585190600581279
GUEST, D.; CONWAY, N. (2011). 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): 1686-1702.
http://dx.doi.org/10.1080/09585192.2011.565657
GUEST, D.E. (2011). Human resource management and performance: still searching for some
answers. Human Resource Management Journal, 21(1): 3-13. http://dx.doi.org/10.1111/j.1748-
8583.2010.00164.x
HENDRY, C.; PETTIGREW, A. (1990). Human resource management: an agenda for the 1990’s.
International Journal of Human Resource Management, 1(1): 17-44.
http://dx.doi.org/10.1080/09585199000000038
HUSELID, M.A. (2011). Celebrating 50 years: Looking back and looking forward: 50 years of
Human Resource Management. Human Resource Management, 50(3): 309–312.
http://dx.doi.org/10.1002/hrm.20425
HUSELID, M.A. (1995). The impact of human resource management practices on turnover,
productivity and corporate financial performance. Academy of Management Journal, 38(3):
635-672. http://dx.doi.org/10.2307/256741
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): 291-312.
JACKSON, S E.; SCHULER, R.S. (1995). Understanding human resource management in the
context of organizations and their environment. Annual Review of Psychology, 46(1): 237-
264. http://dx.doi.org/10.1146/annurev.ps.46.020195.001321
JACKSON, S.E.; SCHULER, R.S.; RIVERO, J.C. (1989). Organizational characteristics as
predictors of personnel practices. Personnel Psychology, 42(4): 727-786.
http://dx.doi.org/10.1111/j.1744-6570.1989.tb00674.x
KAPLAN, R.S.; NORTON, D.P. (2004). Strategy maps: Converting intangible assets into
tangible outcomes. Boston, MA: Harvard Business School Press.
KAUFMAN, B.E. (2010). SHRM Theory in the Post-Huselid era: why it is fundamentally
misspecified?. Industrial Relations, 49(2): 286-312. http://dx.doi.org/10.1111/j.1468-
232X.2009.00600.x
KELLEY, H.H. (1967). Attribution theory in social psychology. En Levine, D. (Ed.), Nebraska
symposium on motivation (pages 192-240). Lincoln: University of Nebraska Press.
KELMAN, H.C.; HAMILTON, V.C. (1989). Crimes of obedience: Toward a social psychology of
authority and responsibility. New Haven, CT: Yale University Press.
KEPES, S.; DELERY, J.E. (2007). HRM systems and the problem of internal fit. En Boxall, P.,
Purcell, J. & Wright, P.M. (Eds.), The handbook of human resource management (pages
385-404). Oxford: Oxford University Press.
KHILJI, S.E.; WANG, X. (2006). Intended and implemented HRM: the missing linchpin in
strategic human resource management research. International Journal of Human Resource
Management, 17(7): 1171-1189. http://dx.doi.org/10.1080/09585190600756384
KRISHNAN, S.K.; SINGH, M. (2011). Strategic HRM: three-stage process and its influencing
factors. South Asian Journal of Management, 18(1): 60-83.
LAWLER, E.E., BOUDREAU, J.W.; MOHRMAN, S.A. (2006). Achieving strategic excellence: An
assessment of Human Resource organization. Standford, CA: Standford University Press.
LENGNICK-HALL, C.A.; LENGNICK-HALL, M.L. (1988). Strategic human resource management:
A review of the literature and a proposed typology. The Academy of Management Review,
13(3): 454-470.
LENGNICK-HALL, M.L.; LENGNICK-HALL, C.A.; ANDRADE, L.; DRAKE, B. (2009). SHRM: the
evolution of the field. Human Resource Management Review, 19(2): 64-85.
http://dx.doi.org/10.1016/j.hrmr.2009.01.002
LEPAK, D.P.; MARRONE, J. A.; TAKEUCHI, R. (2004). The relativity of human HR systems:
Conceptualising the impact of desired employee contributions and HR philosophy.
International Journal of Technology Management, 27(6/7): 639-655.
http://dx.doi.org/10.1504/IJTM.2004.004907
LEPAK, D.; SNELL, S. (1998). Virtual HR: strategic human resource management in the 21st
Century. Human Resource Management Review, 8(3): 215-234.
http://dx.doi.org/10.1016/S1053-4822(98)90003-1
LEPAK, D.; SNELL, S. (1999). The human resource architecture: toward a theory of human
capital allocation and development. Academy of Management Review, 24(1): 31-48.
LEPAK, D.; SNELL, S. (2002). Examining the human resource architecture: the relationships
among human capital, employment, and human resource configurations. Journal of
Management, 28(4): 517-543.
LEPAK, D.P.; BARTOL, K.M.; ERHARDT, N.L. (2005). A contingency framework for the delivery
of HR practices. Human Resource Management Review, 15(2): 139-159.
http://dx.doi.org/10.1016/j.hrmr.2005.06.001
LI, X.; FRENKEL, S.J.; SANDERS, K. (2011). Strategic HRM: How HR system and organizational
climate streght influence Chinese employee attitudes. International Journal of Human
Resource Management, 22(9): 1825-1842. http://dx.doi.org/10.1080/09585192.2011.573965
LIU, Y.; COMBS, J.G; KETCHEN, D.J.; IRELAND, R.D. (2007).The value of human resource
management for organizational performance. Business Horizons, 50(6): 503–511.
http://dx.doi.org/10.1016/j.bushor.2007.07.002
LUNDY, O. (1994). From personnel management to strategic human resource management.
International Journal of Human Resource Management, 5(3): 687-720.
http://dx.doi.org/10.1080/09585199400000054
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): 197-221. http://dx.doi.org/10.2307/2524483
MARCHINGTON, M.; GRUGULIS, I. (2000). Best Practice human resource management: perfect
opportunity or dangerous illusion?. International Journal of Human Resource Management,
11(6): 1104-1124. http://dx.doi.org/10.1080/09585190050177184
MARCHINGTON, M.; RUBERY, J.; GRIMSHAW, D. (2011). Alignment, integration and
consistency in HRM across multi-employer networks. Human Resource Management, 53(3):
313-339. http://dx.doi.org/10.1002/hrm.20424
MARTELL, K.; CARROLL, S.J. (1995). How strategic is HRM?. Human Resource Management,
34(2): 253-267. http://dx.doi.org/10.1002/hrm.3930340203
MARTÍN-ALCÁZAR, M.; ROMERO-FERNÁNDEZ, P.M.; SÁNCHEZ-GARDEY, G. (2005). Strategic
human resource management: Integrating the universalistic, contingent, configurational and
contextual perspectives. International Journal of Human Resource Management, 16(5):
633-659. http://dx.doi.org/10.1080/09585190500082519
MCMAHAN, G.C.; VIRICK, M.; WRIGHT, P.M. (1999). Alternative theoretical perspectives for
SHRM: Progress, problems, and prospects. En Wright, P., Dyer, L., Boudreau, J. & Milkovich,
G. (Eds.), Research in personnel and Human Resource Management (pages 99-122).
Greenwich, CT: JAI Press.
MILES, R.; SNOW, C. (1984). Designing strategic human resource systems. Organizational
Dynamics, summer: 36-52.
MIRVIS, P.H. (1985). Formulating and implementing human resource strategy: a model of how
to do it, two examples of how it is done. Human Resource Management, 24(4): 385-412.
http://dx.doi.org/10.1002/hrm.3930240403
MITSUHASHI, H.; PARK, H.J.; WRIGHT, P.M.; CHUA, R.S. (2000). Line and HR executives’
perceptions of HR effectiveness in firms in people’s Republic of China. Journal of Human
Resource Management, 11(2): 197-216.
OSTROFF, C. (1995). SHRM/CCH survey. Human Resources Management: Ideas and Trends in
Personnel, 356:1-12.
PORTER, M.E. (1980). Competitive strategy. New York: Free Press.
RIDDER, H.G.; BALUCH, A.M.; PIENING, E.P. (2013). The whole is more than the sum of its
parts? How HRM configured in non-profit organizations and why it matters. Human
Resource Management Review, 22(1): 1-14. http://dx.doi.org/10.1016/j.hrmr.2011.11.001
ROUSSEAU, D.M. (1995). Psychological contract in organizations: Understanding written and
unwritten agreements. Thousand Oaks, CA: Sage.
SAMNANI, A-K.; SINGH, P. (2013). Exploring the fit perspective: an ethnographic approach.
Human Resource Management, January–February 52(1): 123–144.
SANDERS, K.; DORENBOSCH, L.; DE REUVER, R. (2008). The impact of individual shared
employee perceptions of HRM on affective commitment. Personnel Review, 37(4): 412-425.
http://dx.doi.org/10.1108/00483480810877589
SCHALK, R.; TIMMERMAN, V.; VAN DEN HEUVEL, S. (2013). How strategic considerations
influence decision making on e-HRM applications. Human Resource Management Review,
23(1): 84-92. http://dx.doi.org/10.1016/j.hrmr.2012.06.008
SCHULER, R.S.; JACKSON, S.E. (1987). Linking competitive strategies with human resource
management practices. The Academy of Management Executive,1(3): 207-219.
http://dx.doi.org/10.5465/AME.1987.4275740
SCHULER, R.S.; WALKER, J. (1990). Human Rerource Strategy: Focusing on issues and
actions. Organisational Dynamics, Summer: 5-19. http://dx.doi.org/10.1016/0090-2616(90)90045-
Q
STANTON, S.Y.; BARTRAM, T.; LEGGAT, S.G. (2010). Singing the same song: translating HRM
messages across management hierarchies in Australian hospital. International Journal of
Human Resource Management, 21(4): 567-581. http://dx.doi.org/10.1080/09585191003612075
STAVROU, E.T.; BREWSTER, C. (2005). The configurational approach to linking strategic
human resource management bundles with Business performance: Myth or Reality.
Management Revue, 16(2): 187-201.
TAJFEL, H. (1968). Social and cultural factors in perception. En Lindzey, G. & Aronson, E.
(Eds.), Handbook of social psychology (pages 315-394). Reading, MA: Addison-Wesley.
TAYLOR, S.E.; FISKE, S.T. (1978). Salience, attention, and attributions: top of the head
phenomena. En Berkowitz, L. (Ed.), Advances in experimental social psychology (pages
249-287). New York: Academic Press.
VERBURG, R.M.; DEN HARTOG, D.N.; KOOPMAN, P.L. (2007). Configurations of human
resource management practices: a model and test of internal fit. International of Human
Resource Management, 18(2): 184-208. http://dx.doi.org/10.1080/09585190601102349
WALDMAN, D.A.; BOWEN, D.E. (1998). The acceptability of 360-degree appraisals: a
customer-supplier relationship perspective. Human Resource Management, 37(2):117-130.
http://dx.doi.org/10.1002/(SICI)1099-050X(199822)37:2<117::AID-HRM3>3.0.CO;2-Z
WANG, D.S.; SHYU, C.L. (2008). Will the strategic fit between business and HRM strategy
influence HRM effectiveness and organizational performance?. International Journal of
Manpower, 29(2): 92-110. http://dx.doi.org/10.1108/01437720810872677
WANG, X.; BRUNING, N. S.; PENG, S. (2007). Western high-performance HR practices in
China: a comparison among public-owned, private and foreign-invested enterprises.
International Journal of Human Resource Management, 18(4): 684-701.
http://dx.doi.org/10.1080/09585190601179610
WEICK, K.E. (1995). Sensemaking in organizations. Thousand Oaks, CA: Sage.
WOOD, S. (1999). Getting the measure of the transformed high-performance organization.
British Journal of Industrial Relations, 37(3): 391-417. http://dx.doi.org/10.1111/1467-
8543.00134
WRIGHT, P.M.; SNELL, S.; JACOBSEN, P. (2004). Current approaches to HR strategies: insideout
versus outside-in. Human Resource Planning, 27(4): 36-47.
WRIGHT, P.M.; DUNFORD, B.B.; SNELL, S.A. (2001). Human resources and the resource based
view of the firm. Journal of Management, 27(6): 701-721.
http://dx.doi.org/10.1177/014920630102700607
WRIGHT, P.M.; MCMAHAN, G.C. (1992). Theoretical perspectives for strategic human resource
Management. Journal of Management, 18(2): 295-320.
http://dx.doi.org/10.1177/014920639201800205
WRIGHT, P.M.; MCMAHAN, G.C.; MCWILLIAMS, A. (1994). Human Resources and sustained
competitive advantage: a resource-based perspective. International Journal of Human
Resource Management, 5(2): 301-326. http://dx.doi.org/10.1080/09585199400000020
WRIGHT, P.M.; SNELL, S.A. (1991). Toward an integrative view of strategic human resource
management. Human Resource Management Review, 1(3): 203-225.
http://dx.doi.org/10.1016/1053-4822(91)90015-5

Thank you for copying data from http://www.arastirmax.com