Prácticas de alto rendimiento y su incidencia en el compromiso organizacional. Un estudio en colaboradores de una caja de compensación familiar en Colombia
High-performance practices and their impact on organizational commitment. A study performed on the employees of a family compensation fund in Colombia
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Monsalve-Castro, C., Riaño, F. N., & Luzardo-Briceño, M. (2021). Prácticas de alto rendimiento y su incidencia en el compromiso organizacional. Un estudio en colaboradores de una caja de compensación familiar en Colombia. Revista Escuela De Administración De Negocios, (90), 235–254. https://doi.org/10.21158/01208160.n90.2021.2976
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El artículo tiene como propósito determinar la incidencia de las prácticas de alto rendimiento en el compromiso organizacional de los colaboradores de una caja de compensación familiar ubicada en Colombia. Se realizó una conceptualización de las variables de estudio en la que se apreció la multidimensionalidad del compromiso organizacional y las diferentes clasificaciones de las prácticas de alto rendimiento en mayor medida referenciadas en la literatura. La investigación fue de tipo cuantitativo, correlacional y no experimental de corte transversal. Se utilizó la encuesta como instrumento de recolección, aplicado a una muestra no probabilística por conveniencia de 111 empleados. El tratamiento de la información se realizó a través de un análisis factorial exploratorio y, posteriormente, se llevó a cabo un análisis de regresión logística. El instrumento utilizado para la recolección de datos estuvo compuesto por dos escalas de medición; la primera, relacionada con las prácticas de alto rendimiento y la segunda que representa la variable de compromiso organizacional teniendo en cuenta tres dimensiones: normativa, afectiva y continuidad. Los resultados del estudio demuestran que existe una incidencia positiva de las prácticas de alto rendimiento en la dimensión afectiva y normativa del compromiso, aunque no se logró comprobar la relación con el compromiso de continuidad.
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Referencias (VER)
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Andersén, J.; Andersén, A. (2019). Are high-performance work systems (HPWS) appreciated by everyone? The role of management position and gender on the relationship between HPWS and affective commitment. Employee Relations, 41(5), 1046-1064. DOI: https://doi.org/10.1108/ER-03-2018-0080
Andreassi, J.; Lawter, L.; Brockerhoff, M.; Rutigliano, P. (2014). Cultural impact of human resource practices on job satisfaction. a global study across 48 countries. Cross Cultural Management, 21(1), 55-77. DOI: https://doi.org/10.1108/CCM-05-2012-0044
Angle, H.; Perry, J. (1981). An empirical assessment of organizational commitment and organizational effectiveness. Administrative Science Quarterly, 26, 1-14. DOI: https://doi.org/10.2307/2392596
Arthur, J. B. (1994). Effects of human resource systems on manucfacturing performance and turnover. Academy Management of Journal, 37(3), 670-687. DOI: https://doi.org/10.5465/256705
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Managment, 17(1), 99-120. DOI: https://doi.org/10.1177%2F014920639101700108
Batt, R. (2002). Managing customer services: human resource pratices, quit rates and sales growth. Academy of Management Journal, 45(3), 587-597. DOI: https://doi.org/10.5465/3069383
Becker, B.; Huselid, M. (1998). High performance work systems and firm performance: a synthesis of research and managerial implications. Research in Personnel and Human Resource Management, 16, 53-101. Recuperado de https://bit.ly/2WZGF9z
Becker, H. (1960). Notes on the concept of commitment. American Journal of Sociology, 66(1), 32-40. DOI: https://doi.org/10.1086/222820
Bentein, K.; Vandenberghe, C.; Vandenberg, R.; Stinghamber, F. (2005). The role of change in the relation between commitment anda turnover: a latent growth modeling approach. Journal Applied of Psychology, 90(3), 468-482. DOI: https://doi.org/10.1037/0021-9010.90.3.468 Blau, P. (1964). Exchange and power in social ufe. Nueva York: Wiley.
Calderón-Hernánez, G.; Naranjo-Valencia, J.; Álvarez-Giraldo, C. (2010). Gestión humana en la empresa colombiana: sus características, retos y aporte. Cuadernos de Administración, 23(41), 13-36.
Chuang, C. H.; Chen, S.; Chuang, C. W. (2013). Human resource management practices and organizational social capital: the role of industrial characteristics. Journal of Business Research, 66(5), 678–687. DOI: https://doi.org/10.1016/j.jbusres.2012.04.002
Chuang, C. H.; Liao, H. (2010). Strategic human resource management in service context: taking care of business by taking care of employees and customers. Personnel Psychology, 63(1), 153-196. DOI: https://doi.org/10.1111/j.1744-6570.2009.01165.x
Cohen, A. (2008). Multiple commitments in the workplace. An integrative approach. Londres: Lawrence
Erlbaum Associates.
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. DOI: https://doi.org/10.1111/j.1744-6570.2006.00045.x
Datta, D.; Guthrie, J.; Wright, P. (2005). HRM and firm productivity: does industry matter? Academy of Management Journal, 48(1), 135-146. DOI: https://doi.org/10.5465/amj.2005.15993158
Delaney, J.; Huselid, M. (1996). The impact of human resources management practices on perceptions of organizational performance. The Academy of Management Journal, 39(4), 949-969. DOI: https://doi.org/10.5465/256718
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. DOI: https://doi.org/10.5465/256713
Fabi, B.; Lacoursière, R.; Raymond, L. (2015). Impact of high-performance work systems on job satisfaction, organizational commitment, and intention to quit in Canadian organizations. International Journal of Manpower, 36(5), 772-790. DOI: https://doi.org/10.1108/IJM-01-2014-0005
Ferrer, D. (2014). Prácticas de recursos humanos de alto rendimiento (Tesis de pregrado). Universidad de Almería. Almería, España. Recuperado de https://bit.ly/3lBZcmB
Fiuza, M.; Rodríguez , J. (2000). La regresión logística: una herramienta versátil. Nefrología, 20(6), 477-565. Recuperado de https://bit.ly/3ypCPEv
Fragoso, P.; Chambel, M.; Castanheira, F. (2019). The high-performance work system and commitment of the Portuguese Navy personnel. Military Psychology, 31(3), 251-266. DOI: https://doi.org/10.1080/08995605.2019.1598226
Frías-Navarro, D. (2020). Apuntes de consistencia interna de las puntuaciones de un instrumento de medida. Universidad de Valencia. Recuperado de https://bit.ly/3lr92rg
George, D.; Mallery, P. (2013). SPSS for Windows step by step: a simple guide and reference. 11.0 update(4a ed.). Boston: Allyn y Bacon.
Gilbert, C.; De Winne, S.; Sels, L. (2011). The influence of line managers and HR department on employees’ affective commitment. The International Journal of Human Resource Management, 22(8), 1618-1637. DOI: https://doi.org/10.1080/09585192.2011.565646
Grueso, M. (2007). Impacto de las buenas prácticas de formación en el desarrollo del compromiso con la organización. Cuadernos de Administración, 23(38), 95-101. DOI: https://doi.org/10.25100/cdea.v23i38.371
Guthrie, J. (2001). High-involvement work practices, turnover, and productivity: evidence form New Zeland. Academy Management of Journal, 44(1), 180-190. DOI: https://doi.org/10.2307/3069345
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. DOI: https://doi.org/10.1080/09585192.2021.1894213
Hu, B.; Hou, Z.; Chi Kuan Mak, M.; Lingxiao Xu, S.; Yang, X.; Hu, T.; Wen, Y. (2019). Work engagement, tenure, and external opportunities moderate perceived high-performance work systems and affective commitment. Social Behavior and Personality, 47(5), 1-16. DOI: https://doi.org/10.2224/sbp.7353
Huselid, M. (1995). The impact of human resource management on turnover, productivity and corporate financial performance. Academy Management of Journal, 38(3), 635-672. DOI: https://doi.org/10.5465/256741
Jaros, S.; Jermier, J.; Koehler, W.; Sincich, T. (1993). Effects of continuance, affective, and moral commitment on the withdrawal process: an evaluation of eight structural equation models. Academy Management of Journal, 36(5), 951-995. DOI: https://doi.org/10.5465/256642
Kehoe, R.; Wright, P. (2013). The impact of high- performance human resources practices on employees´attitudes and behaviors. Journal of Management, 39(2), 366-391. DOI: https://doi.org/10.1177%2F0149206310365901
Khilji, S.; 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. DOI: https://doi.org/10.1080/09585190600756384
Klein, H.; Molloy, J.; Brinsfield, C. (2012). Reconceptualizing workplace commitment to redress a stretched construct: revisiting assumptions and removing confounds. Academy of Management Review, 37 (1), 130-151. DOI: https://doi.org/10.5465/amr.2010.0018
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