La empresa española y las prácticas de alto rendimiento en recursos humanos. Un análisis a través de los directores de recursos humanos de AEDIPE
DOI:
https://doi.org/10.51302/rtss.2006.5795Abstract
Tras la entrada con fuerza del enfoque estratégico en el área de recursos humanos (en lo que se ha venido a denominar en castellano Dirección Estratégica de Recursos Humanos), el mundo académico inició hace veinte años un esfuerzo significativo para intentar justificar teóricamente la importancia del factor humano en la organización. A este esfuerzo le siguió uno todavía más considerable, que buscaba demostrar empíricamente las disquisiciones teóricas desarrolladas hasta el momento, para con ello facilitar el difícil salto de los principios estratégicos de los recursos humanos desde las aulas a los despachos de las empresas. Estos dos esfuerzos se vieron claramente influidos por la llegada de la Teoría de Recursos y Capacidades, que proporciona un marco ideal para integrar las reflexiones en ocasiones un tanto deslavazadas e inconexas que habían estado ligando hasta el momento las prácticas de recursos humanos con las ventajas competitivas de las empresas.
Este sólido cuerpo de literatura sigue creciendo con fuerza año tras año, pretendiendo dar respuesta a preguntas complejas: ¿hay conexión entre las prácticas de recursos humanos y los resultados de la empresa? ¿Depende esta conexión del contexto estratégico de la empresa? ¿Hay prácticas de recursos humanos que siempre son beneficiosas para el rendimiento de la empresa independientemente de la estrategia competitiva que ésta haya implementado? ¿Las empresas tienden a utilizar grupos de prácticas de recursos humanos homogéneos?...
Dos marcos teóricos se han asentado en la literatura al intentar sistematizar las respuestas a estas preguntas: el contingente y el universalista *. Sin extendernos en su exposición, lo que supondría adelantarnos a la primera parte del trabajo que realiza una revisión de dichos enfoques, conviene plantear que el marco contingente defiende la estrecha relación causal entre las estrategias competitivas y las prácticas de recursos humanos adoptadas por las empresas, el marco universalista defiende la existencia de una serie de prácticas de recursos humanos siempre adecuadas y el marco configuracional defiende que con el tiempo las empresas adoptan grupos de prácticas de recursos humanos estables.
El objetivo de la parte empírica de esta investigación es contrastar estos tres enfoques en la realidad del tejido empresarial español. Con una muestra de 184 medianas y grandes empresas españolas, se presentan los resultados descriptivos de sus prácticas de recursos humanos, de sus variables de diseño organizativo y de sus opciones en materia de estrategia competitiva.
Supporting Agencies
Esta investigación ha sido subvencionada por el Ministerio de Ciencia y Tecnología, proyecto SEJ2005-045553
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