Personal comprometido: el papel clave de la dirección de recursos humanos y de la generación de empoderamiento psicológico

  1. Inmaculada Beltrán Martín 1
  2. Juan Carlos Bou Llusar 1
  3. Beatriz García Juan 1
  4. Alejandro Salvador Gómez 1
  1. 1 Universitat Jaume I
    info

    Universitat Jaume I

    Castelló de la Plana, España

    ROR https://ror.org/02ws1xc11

Revista:
Revista de Trabajo y Seguridad Social. CEF

ISSN: 2792-8314,  2792-8322

Año de publicación: 2023

Número: 473

Páginas: 239-263

Tipo: Artículo

DIALNET GOOGLE SCHOLAR

Otras publicaciones en: Revista de Trabajo y Seguridad Social. CEF

Resumen

¿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

Referencias bibliográficas

  • 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.tb 00506.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/10.1111/17 48-8583.12145
  • 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/10.11 08/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, leadermember 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 workrelated 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/10.1177/0149 206312438773
  • 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/10.1177/0018726786039 01104
  • 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/10.1177/01492063970 2300504
  • 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 HRMorganizational performance relationship: A review of quantitative studies. International Journal of Management Reviews, 14(4), 391-407. https://doi.org/10.1111/j.1468-23 70.2011.00322.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.
Fuente de los datos: Dialnet