Personal comprometido: el papel clave de la dirección de recursos humanos y de la generación de empoderamiento psicológico
DOI:
https://doi.org/10.51302/rtss.2023.3369Palabras clave:
sistemas de recursos humanos de alto rendimiento, empoderamiento psicológico, compromiso afectivo, motivación, análisis multinivel, mediación, dirección de recursos humanosResumen
¿Cómo de importante es el grado de motivación intrínseca que siente un empleado/a para que esté comprometido/a con su empresa? El propósito de este trabajo es aportar nuevos conocimientos sobre el todavía poco explorado papel mediador de un proceso motivacional clave: el empoderamiento psicológico (EP), en el vínculo entre la gestión de los recursos humanos y el compromiso de los empleados/as. En concreto, siguiendo las recomendaciones de trabajos previos en esta literatura, estudiamos cómo las cuatro dimensiones específicas del EP median en esta relación. Así, el presente trabajo examina, desde una perspectiva multinivel, hasta qué punto las dimensiones del EP de los empleados/as (significado, competencia, autodeterminación e impacto) median en la relación entre los sistemas de recursos humanos de alto rendimiento y el compromiso afectivo de los empleados/as. Para ello, se utiliza un enfoque multinivel, con datos emparejados de directores/as de recursos humanos y una muestra de 504 empleados/as pertenecientes a 146 empresas españolas. El estudio contribuye a la literatura existente al demostrar la importancia de generar sentimientos motivadores en los empleados/as como forma de promover reacciones afectivas en las organizaciones. Más concretamente, destaca la utilidad de examinar y potenciar las dimensiones de significado, autodeterminación e impacto del EP cuando se buscan empleados/as comprometidos/as.
Descargas
Citas
Allen, N. J. y Meyer, J. P. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational and Organizational Psychology, (63), 1-18. https://doi.org/10.1111/j.2044-8325.1990.tb00506.x
Ambad, S. N. A., Kalimin, K. M., Damit, D. H. D. A. y Andrew, J. V. (2021). The mediating effect of psychological empowerment on leadership styles and task performance of academic staff. Leadership & Organization Development Journal, 42(5), 763-782. https://doi.org/10.1108/LODJ-05-2020-0197
Andersén, J. y 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), 1.046-1.064. https://doi.org/10.1108/ER-03-2018-0080
Appelbaum, E., Bailey, T., Berg, P. y Kallenberg, A. L. (2000). Manufacturing advantage: Why high-performance work systems pay off. Cornell University Press.
Aryee, S., Walumbwa, F. O., Seidu, E. Y. y Otaye, L. E. (2012). Impact of high-performance work systems on individual-and branch-level performance: Test of a multilevel model of intermediate linkages. Journal of Applied Psychology, 97(2), 287-300. https://doi.org/10.1037/a0025739
Axtell, C. M. y Parker, S. K. (2003). Promoting role breadth self-efficacy through involvement, work redesign and training. Human Relations, (56), 113-131. https://doi.org/10.1177/0018726703056001452
Bagozzi, R. P. y Phillips, L. W. (1982). Representing and testing organizational theories: A holistic construal. Administrative Science Quarterly, 27(3), 459-489. https://doi.org/10.2307/2392322
Bailey, T. R. (1993). Discretionary effort and the organization of work: Employee participation and work reform since Hawthorne. Teachers College and Conservation of Human Resources, Columbia University.
Beltrán Martín, I., Bou Llusar, J. C., Roca Puig, V. y Escrig Tena, A. B. (2017). The relationship between high performance work systems and employee proactive behaviour: Role breadth self-efficacy and flexible role orientation as mediating mechanisms. Human Resource Management Journal, 27(3), 403-422. https://doi.org/10.1111/1748-8583.12145
Bentler, P. M. (2006). EQS 6 Structural Equations Program Manual. Multivariate Software, Inc.
Blau, P. M. (1964). Exchange and power in social life. John Wiley.
Boon, C., Den Hartog, D. N., Boselie, P. y Paauwe, J. (2011). The relationship between perceptions of HR practices and employee outcomes: Examining the role of person-organisation and person-job fit. The International Journal of Human Resource Management, 22(2), 138-162. https://doi.org/10.1080/09585192.2011.538978
Bowen, D. E. y Lawler, E. E. (1992). Total quality-oriented human resources management. Organizational Dynamics, 20(4), 29-41. https://doi.org/10.1016/0090-2616(92)90073-V
Butts, M. M., Vandenberg, R. J., DeJoy, D. M., Schaffer, B. S. y Wilson, M. G. (2009). Individual reactions to high involvement work processes: Investigating the role of empowerment and perceived organizational support. Journal of Occupational Health Psychology, 14(2), 122-136. https://doi.org/10.1037/a0014114
Combs, J., Liu, Y., Hall, A. y 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. https://doi.org/10.1111/j.1744-6570.2006.00045.x
Deci, E. L. y Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behaviour. Psychological Inquiry, 11(4), 227-268. https://doi.org/10.1207/S15327965PLI1104_01
Eby, L. T., Freeman, D. M., Rush, M. C. y Lance, C. E. (1999). Motivational bases of affective organizational commitment: A partial test of an integrative theoretical model. Journal of Occupational and Organizational Psychology, 72(4), 463-483. https://doi.org/10.1348/096317999166798
Edwards, J. R. (1991). Person-job fit: A conceptual integration, literature review, and methodological critique. International Review of Industrial and Organizational Psychology, (6), 283-357.
Ehrhardt, K., Miller, J. S., Freeman, S. J. y Hom, P. W. (2011). An examination of the relationship between training comprehensiveness and organizational commitment: Further exploration of training perceptions and employee attitudes. Human Resource Development Quarterly, 22(4), 459-489. https://doi.org/10.1002/hrdq.20086
Farndale, E., Hope-Hailey, V. y Kelliher, C. (2011). High commitment performance management: The roles of justice and trust. Personnel Review, (40), 5-23. https://doi.org/10.1108/00483481111095492
Gahlawat, N. y Kundu, S. C. (2019). Participatory HRM and firm performance: Unlocking the box through organizational climate and employee outcomes. Employee Relations, 41(5), 1.098-1.119. https://doi.org/10.1108/ER-05-2018-0147
Galletta, M., Portoghese, I. y Battistelli, A. (2011). Intrinsic motivation, job autonomy and turnover intention in the Italian healthcare: The mediating role of affective commitment. Journal of Management Research, 3(2), 1-19.
Gallie, D., Felstead, A. y Green, F. (2001). Employer policies and organizational commitment in Britain, 1992-97. Journal of Management Studies, 38(8), 1.081-1.101. https://doi.org/10.1111/1467-6486.00273
García Juan, B., Escrig Tena, A. B. y Roca Puig, V. (2019). The empowerment-organizational performance link in local governments. Personnel Review, 48(1), 118-140. https://doi.org/10.1108/PR-09-2017-0273
Gardner, T. M., Wright, P. M. y Moynihan, L. M. (2011). The impact of motivation, empowerment, and skill-enhancing practices on aggregate voluntary turnover: The mediating effect of collective affective commitment. Personnel Psychology, 64(2), 315-350. https://doi.org/10.1111/j.1744-6570.2011.01212.x
Hackman, J. R. y Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16(2), 250-279. https://doi.org/10.1016/0030-5073(76)90016-7
House, R., Rousseau, D. M. y Thomas-Hunt, M. (1995). The meso paradigm: A framework for the integration of micro and macro organizational behaviour. En L. L. Cummings y B. M. Staw (Eds.), Research in organizational behavior (vol. 17, pp. 71-114). JAI Press.
Ichniowski, C., Shaw, K. y Prennushi, G. (1997). The effects of human resource management practices on productivity: A study of steel finishing lines. The American Economic Review, (87), 291-313. https://doi.org/10.3386/w5333
Jiang, K., Lepak, D. P., Hu, J. y Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of Management Journal, 55(6), 1.264-1.294. https://doi.org/10.5465/amj.2011.0088
Joo, B. K. (2010). Organizational commitment for knowledge workers: The roles of perceived organizational learning culture, leader-member exchange quality, and turnover intention. Human Resource Development Quarterly, 21(1), 69-85. https://doi.org/10.1002/hrdq.20031
Karim, N. H. A. (2010). The impact of work-related variables on librarians' organizational commitment and job satisfaction. Malaysian Journal of Library & Information Science, 15(3), 149-163.
Kooij, D. T. y Boon, C. (2018). Perceptions of HR practices, person-organisation fit, and affective commitment: The moderating role of career stage. Human Resource Management Journal, 28(1), 61-75. https://doi.org/10.1111/1748-8583.12164
LeBreton, J. M. y Senter, J. L. (2008). Answers to 20 questions about interrater reliability and interrater agreement. Organizational Research Methods, 11(4), 815-852. https://doi.org/10.1177/1094428106296642
Lepak, D. P. y Snell, S. A. (2002). Examining the human resource architecture: The relationships among human capital, employment, and human resource configurations. Journal of Management, 28(4), 517-543. https://doi.org/10.1177/014920630202800403
Lepak, D. P., Taylor, M. S., Tekleab, A. G., Marrone, J. A. y Cohen, D. J. (2007). An examination of the use of high-investment human resource systems for core and support employees. Human Resource Management, 46(2), 223-246. https://doi.org/10.1002/hrm.20158
Liao, H., Toya, K., Lepak, D. P. y Hong, Y. (2009). Do they see eye to eye? Management and employee perspectives of high-performance work systems and influence processes on service quality. Journal of Applied Psychology, 94(2), 371-391. https://doi.org/10.1037/a0013504
Liden, R. C., Wayne, S. J. y Sparrowe, R. T. (2000). An examination of the mediating role of psychological empowerment on the relations between the job, interpersonal relationships, and work outcomes. Journal of Applied Psychology, 85(3), 407-416. https://doi.org/10.1037/0021-9010.85.3.407
Lux, A. A., Grover, S. L. y Teo, S. T. (2019). Reframing commitment in authentic leadership: Untangling relationship-outcome processes. Journal of Management & Organization, 29(1), 1-19. https://doi.org/10.1017/jmo.2019.78
Maynard, M. T., Gilson, L. L. y Mathieu, J. E. (2012). Empowerment-fad or fab? A multilevel review of the past two decades of research. Journal of Management, 38(4), 1.231-1.281. https://doi.org/10.1177/0149206312438773
Meyer, J. P., Becker, T. E. y Vandenberghe, C. (2004). Employee commitment and motivation: A conceptual analysis and integrative model. Journal of Applied Psychology, 89(6), 991-1.007. https://doi.org/10.1037/0021-9010.89.6.991
Meyer, J. P., Stanley, D. J., Herscovitch, L. y Topolnytsky, L. (2002). Affective, continuance, and normative commitment to the organization: A meta-analysis of antecedents, correlates, and consequences. Journal of Vocational Behavior, 61(1), 20-52. https://doi.org/10.1006/jvbe.2001.1842
Miao, Q., Newman, A., Schwarz, G. y Cooper, B. (2018). How leadership and public service motivation enhance innovative behavior. Public Administration Review, 78(1), 71-81.
Nishii, L. H. y Wright, P. M. (2008). Variability within organizations: Implications for strategic human resources management. En D. B. Smith (Ed.), The people make the place: Dynamic linkages between individuals and organizations. Lawrence Erlbaum Associates.
Ostroff, C. y Bowen, D. E. (2000). Moving human resource to a higher level. Human resource practices and organizational effectiveness. En K. Klein y S. W. Kozlowski (Eds.), Multilevel theory, research, and methods in organizations. Jossey-Bass.
Peccei, R. y Van de Voorde, K. (2016). The application of the multilevel paradigm in human resource management-outcomes research: Taking stock and going forward. Journal of Management, 45(2), 786-818. https://doi.org/10.1177/0149206316673720
Pfeffer, J. (1998). The human equation. Harvard Business School.
Preacher, K. J., Zyphur, M. J. y Zhang, Z. (2010). A general multilevel SEM framework for assessing multilevel mediation. Psychological Methods, 15(3), 209-233. https://doi.org/10.1037/a0020141
Saira, S., Mansoor, S. y Ali, M. (2021). Transformational leadership and employee outcomes: The mediating role of psychological empowerment. Leadership & Organization Development Journal, 42(1), 130-143.
Salancik, G. R. y Pfeffer, J. (1978). A social information processing approach to job attitudes and task design. Administrative Science Quarterly, 23(2), 224-253. https://doi.org/10.2307/2392563
Seibert, S. E., Wang, G. y Courtright, S. H. (2011). Antecedents and consequences of psychological and team empowerment in organizations: A meta-analytic review. Journal of Applied Psychology, 96(5), 981-1.003.
Spector, P. E. (1986). Perceived control by employees: A meta-analysis of studies concerning autonomy and participation at work. Human Relations, 39(11), 1.005-1.016. https://doi.org/10.1177/001872678603901104
Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38(5), 1.442-1.465. https://doi.org/10.5465/256865
Spreitzer, G. M. (1996). Social structural characteristics of psychological empowerment. Academy of Management Journal, 39(2), 483-504. https://doi.org/10.5465/256789
Spreitzer, G. M. (2008). Taking stock: A review of more than twenty years of research on empowerment at work. En J. Barling y C. J. Cooper (Eds.), Handbook of organizational behavior (pp. 54-72). Sage.
Spreitzer, G. M., Kizilos, M. A. y Nason, S. W. (1997). A dimensional analysis of the relationship between psychological empowerment and effectiveness satisfaction, and strain. Journal of Management, 23(5), 679-704. https://doi.org/10.1177/014920639702300504
Takeuchi, R., Chen, G. y Lepak, D. P. (2009). Through the looking glass of a social system: Cross-level effects of high-performance work systems on employees' attitudes. Personnel Psychology, 62(1), 1-29. https://doi.org/10.1111/j.1744-6570.2008.01127.x
Thomas, K. W. y Velthouse, B. A. (1990). Cognitive elements of empowerment: An «interpretive» model of intrinsic task motivation. Academy of Management Review, 15(4), 666-681. https://doi.org/10.5465/amr.1990.4310926
Van de Voorde, K., Paauwe, J. y Van Veldhoven, M. (2012). Employee well-being and the HRM-organizational performance relationship: A review of quantitative studies. International Journal of Management Reviews, 14(4), 391-407. https://doi.org/10.1111/j.1468-2370.2011.00322.x
Wayne, S. J., Liden, R. C., Bradway, L., Murphy, S. y Graf, I. K. (1994). Reward systems, empowerment, and effectiveness study: Feedback report [Technical report]. Center for Human Resource Management, University of Illinois.
Wikhamn, W. y Selart, M. (2019). Empowerment and initiative: The mediating role of obligation. Employee Relations, 41(4), 662-677. https://doi.org/10.1108/ER-11-2017-0273
Wood, S. y Albanese, M. T. (1995). Can we speak of a high commitment management on the shop floor? Journal of Management Studies, 32(2), 215-247. https://doi.org/10.1111/j.1467-6486.1995.tb00341.x
Yogalakshmi, J. A. y Suganthi, L. (2020). Impact of perceived organizational support and psychological empowerment on affective commitment: Mediation role of individual career self-management. Current Psychology, 39(3), 885-899.
Descargas
Publicado
Versiones
- 02-03-2023 (2)
- 22-02-2023 (1)
