Perceived results obtained by companies associated to the use of high involvement work practices

[EN] The main goal of this article is to investigate the relationships between high involvement work practices (HIWP) and the results perceived by managers of the companies using them. In the research we identify both the meta-analyses and the literature reviews done in the last 25 years. We present a revision of the literature of the articles published in the years not included in the previous revisions (from 2007 to 2011) and that analyze the association of productivity, satisfaction, quality, competitiveness or customer care indicators, as a result of the use of HIWP. As a main conclusion we can show that the adoption of HIWP, in general, contribute with positive results to the organizations[ES] El objetivo principal de este artículo es investigar las relaciones entre las prácticas de alta implicación (HIWP) y los resultados percibidos por los mandos de las empresas. En la investigación identificamos los metaanalisis y revisiones de literatura realizados en los últimos 25 años. Aportamos una revisión de literatura de los artículos publicados en los años no contenidos en las revisiones anteriores (del 2007 al 2011) y que analizan la asociación de los indicadores de productividad, satisfacción, calidad, competitividad o atención al cliente como resultados de la aplicación de las HIWP. Como principal conclusión podemos indicar que la adopción de las HIWP, en general, aporta resultados positivos a las organizaciones.Este trabajo se ha realizado con la financiación del proyecto "arquitectura de las practicas de alto rendimiento de gestión de operaciones y gestión de recursos humanos: definición de los constructos, modelo factorial y establecimiento del path dependence" (PAID-06-09-2850) de la Universidad Politécnica de Valencia.Conci, G. (2012). Resultados percibidos obtenidos por las empresas asociados al uso de las prácticas de alta implicación (HIWP). Working Papers on Operations Management. 3(1):1-15. https://doi.org/10.4995/wpom.v3i1.1065SWORD11531Apospori, E., Nikandrou, I., Brewster, C., & Papalexandris, N. (2008). HRM and organizational performance in northern and southern Europe. The International Journal of Human Resource Management, 19(7), 1187-1207. doi:10.1080/09585190802109788Aragon-Sanchez, A.; Esteban-Lloret, N. M. (2010). Training in the Spanish Company: Just Improving Firm Performance? Universia Business Review nº. 26, pp. 34-57.Becker, B. E., & Huselid, M. A. (2006). Strategic Human Resources Management: Where Do We Go From Here? Journal of Management, 32(6), 898-925. doi:10.1177/0149206306293668Bonavia, T., & Marin‐Garcia, J. A. (2011). Integrating human resource management into lean production and their impact on organizational performance. International Journal of Manpower, 32(8), 923-938. doi:10.1108/01437721111181679Bou, J. C., & Beltrán, I. (2005). Total quality management, high-commitment human resource strategy and firm performance: an empirical study. Total Quality Management & Business Excellence, 16(1), 71-86. doi:10.1080/1478336042000309875Browning, V., Edgar, F., Gray, B., & Garrett, T. (2009). Realising competitive advantage through HRM in New Zealand service industries. The Service Industries Journal, 29(6), 741-760. doi:10.1080/02642060902749237Bryson, A., Forth, J., & Kirby, S. (2005). HIGH-INVOLVEMENT MANAGEMENT PRACTICES, TRADE UNION REPRESENTATION AND WORKPLACE PERFORMANCE IN BRITAIN. Scottish Journal of Political Economy, 52(3), 451-491. doi:10.1111/j.0036-9292.2005.00352.xCamelo, C., Martín, F., Romero, P. M., & Valle, R. (2004). Human resources management in Spain: is it possible to speak of a typical model? The International Journal of Human Resource Management, 15(6), 935-958. doi:10.1080/09585190410001677250Cappelli, P., & Neumark, D. (2001). Do «High-Performance» Work Practices Improve Establishment-Level Outcomes? ILR Review, 54(4), 737-775. doi:10.1177/001979390105400401Muñoz Castellanos, R. M., & Salinero Martín, M. Y. (2011). Training as a source of competitive advantage: performance impact and the role of firm strategy, the Spanish case. The International Journal of Human Resource Management, 22(3), 574-594. doi:10.1080/09585192.2011.543635Chand, M. (2010). The impact of HRM practices on service quality, customer satisfaction and performance in the Indian hotel industry. The International Journal of Human Resource Management, 21(4), 551-566. doi:10.1080/09585191003612059Chang, P.-C., & Chen, S.-J. (2011). Crossing the level of employee’s performance: HPWS, affective commitment, human capital, and employee job performance in professional service organizations. The International Journal of Human Resource Management, 22(4), 883-901. doi:10.1080/09585192.2011.555130COMBS, 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:10.1111/j.1744-6570.2006.00045.xCooke, W. N. (1994). Employee Participation Programs, Group-Based Incentives, and Company Performance: A Union-Nonunion Comparison. ILR Review, 47(4), 594-609. doi:10.1177/001979399404700405Datta, D. K., Guthrie, J. P., & Wright, P. M. (2005). Human Resource Management and Labor Productivity: Does Industry Matter? Academy of Management Journal, 48(1), 135-145. doi:10.5465/amj.2005.15993158Delaney, J. T., & Godard, J. (2001). An industrial relations perspective on the high-performance paradigm. Human Resource Management Review, 11(4), 395-429. doi:10.1016/s1053-4822(01)00047-xDelarue, A., Van Hootegem, G., Procter, S., & Burridge, M. (2008). Teamworking and organizational performance: A review of survey-based research. International Journal of Management Reviews, 10(2), 127-148. doi:10.1111/j.1468-2370.2007.00227.xEdralin, D. M. (2008). Innovative human resource management (HRM) practices as predictors of employee job involvement and organizational commitment. Asian Journal of Technology Innovation, 16(2), 67-81. doi:10.1080/19761597.2008.9668657Edwards, P., & Wright, M. (2001). High-involvement work systems and performance outcomes: the strength of variable, contingent and context-bound relationships. The International Journal of Human Resource Management, 12(4), 568-585. doi:10.1080/713769651Evans, W. R., & Davis, W. D. (2005). High-Performance Work Systems and Organizational Performance: The Mediating Role of Internal Social Structure. Journal of Management, 31(5), 758-775. doi:10.1177/0149206305279370Fabling, R., & Grimes, A. (2010). HR practices and New Zealand firm performance: what matters and who does it? The International Journal of Human Resource Management, 21(4), 488-508. doi:10.1080/09585191003611994Gardner, T. M., & Wright, P. M. (2009). Implicit human resource management theory: a potential threat to the internal validity of human resource practice measures. The International Journal of Human Resource Management, 20(1), 57-74. doi:10.1080/09585190802528375Ghebregiorgis, F., & Karsten, L. (2007). Employee reactions to human resource management and performance in a developing country. Personnel Review, 36(5), 722-738. doi:10.1108/00483480710774016Gibson, C. B., Porath, C. L., Benson, G. S., & Lawler, E. E. (2007). What results when firms implement practices: The differential relationship between specific practices, firm financial performance, customer service, and quality. Journal of Applied Psychology, 92(6), 1467-1480. doi:10.1037/0021-9010.92.6.1467Gittell, J. H., Seidner, R., & Wimbush, J. (2010). A Relational Model of How High-Performance Work Systems Work. Organization Science, 21(2), 490-506. doi:10.1287/orsc.1090.0446Guthrie, J. P., Flood, P. C., Liu, W., & MacCurtain, S. (2009). High performance work systems in Ireland: human resource and organizational outcomes. The International Journal of Human Resource Management, 20(1), 112-125. doi:10.1080/09585190802528433Guthrie, J. P. (2001). HIGH-INVOLVEMENT WORK PRACTICES, TURNOVER, AND PRODUCTIVITY: EVIDENCE FROM NEW ZEALAND. Academy of Management Journal, 44(1), 180-190. doi:10.2307/3069345HUSELID, 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. doi:10.2307/256741HUSELID, M. A., & BECKER, B. E. (1996). Methodological Issues in Cross-Sectional and Panel Estimates of the Human Resource-Firm Performance Link. Industrial Relations, 35(3), 400-422. doi:10.1111/j.1468-232x.1996.tb00413.xKatou, A. A., & Budhwar, P. S. (2010). Causal relationship between HRM policies and organisational performance: Evidence from the Greek manufacturing sector. European Management Journal, 28(1), 25-39. doi:10.1016/j.emj.2009.06.001Katou, A. A. (2008). Measuring the impact of HRM on organizational performance. Journal of Industrial Engineering and Management, 1(2). doi:10.3926/jiem.2008.v1n2.p119-142Katou, A. A., & Budhwar, P. S. (2006). The effect of human resource management policies on organizational performance in Greek manufacturing firms. Thunderbird International Business Review, 49(1), 1-35. doi:10.1002/tie.20129Kaya, N. (2006). The impact of human resource management practices and corporate entrepreneurship on firm performance: evidence from Turkish firms. The International Journal of Human Resource Management, 17(12), 2074-2090. doi:10.1080/09585190601000204Kuvaas, B., & Dysvik, A. (2010). Does best practice HRM only work for intrinsically motivated employees? The International Journal of Human Resource Management, 21(13), 2339-2357. doi:10.1080/09585192.2010.516589Lawler III, E. E.; Mohrman, S.; Ledford, G. (1998). Strategies for high performance organizations: employee involvement, TQM, and reengineering programs in fortune 1000 coporations. Jossey-Bass.Lee, F.-H., Lee, T.-Z., & Wu, W.-Y. (2010). The relationship between human resource management practices, business strategy and firm performance: evidence from steel industry in Taiwan. The International Journal of Human Resource Management, 21(9), 1351-1372. doi:10.1080/09585192.2010.488428Macduffie, J. P. (1995). Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in the World Auto Industry. ILR Review, 48(2), 197-221. doi:10.1177/001979399504800201Marin-García, J. A., Bonavia, T., & Losilla, J. M. (2011). Exploring working conditions as determinants of job satisfaction: an empirical test among Catalonia service workers. The Service Industries Journal, 31(12), 2051-2066. doi:10.1080/02642069.2011.559226Marin-Garcia, J. A.; Bonavia, T.; Miralles Insa, C. (2008). The use of employee participation in the USA and Spanish companies. International Journal of Management Science and Engineering Management, Vol. 3, nº. 1, pp. 71-80.Marin-Garcia, J. A., & Conci, G. (2009). Exploratory study of high involvement work practices: Identification of the dimensions and proposal of questionnaire to measure the degree of use in the company. Intangible Capital, 5(3). doi:10.3926/ic.2009.v5n3.p278-300Marin-Garcia, J. A., & Conci, G. (2010). Análisis factorial exploratorio para identificar las dimensiones subyacentes de los constructos de remuneración y participación. WPOM-Working Papers on Operations Management, 1(1), 46. doi:10.4995/wpom.v1i1.795Marin-Garcia, J. A., Miralles, C., Garcia-Sabater, J. J., & Perello-Marin, M. R. (2011). Alternative tools to mass production and human performance indicators in sheltered work centers of Valencian community (Spain). Journal of Industrial Engineering and Management, 4(3). doi:10.3926/jiem.2011.v4n3.p467-480Medina-Lopez, C., Marin-Garcia, J. A., & Alfalla-Luque, R. (2010). Una propuesta metodológica para la realización de búsquedas sistemáticas de bibliografía (A methodological proposal for the systematic literature review). WPOM-Working Papers on Operations Management, 1(2), 13. doi:10.4995/wpom.v1i2.786Mendelson, M. B., Turner, N., & Barling, J. (2011). Perceptions of the presence and effectiveness of high involvement work systems and their relationship to employee attitudes. Personnel Review, 40(1), 45-69. doi:10.1108/00483481111095519Messersmith, J. G., & Guthrie, J. P. (2010). High performance work systems in emergent organizations: Implications for firm performance. Human Resource Management, 49(2), 241-264. doi:10.1002/hrm.20342Miller, K. I., & Monge, P. R. (1986). PARTICIPATION, SATISFACTION, AND PRODUCTIVITY: A META-ANALYTIC REVIEW. Academy of Management Journal, 29(4), 727-753. doi:10.2307/255942Moideenkutty, U., Al‐Lamki, A., & Sree Rama Murthy, Y. (2011). HRM practices and organizational performance in Oman. Personnel Review, 40(2), 239-251. doi:10.1108/00483481111106101Keng Boon, O., Arumugam, V., Samaun Safa, M., & Abu Bakar, N. (2007). HRM and TQM: association with job involvement. Personnel Review, 36(6), 939-962. doi:10.1108/00483480710822445Aït Razouk, A. (2011). High-performance work systems and performance of French small- and medium-sized enterprises: examining causal order. The International Journal of Human Resource Management, 22(2), 311-330. doi:10.1080/09585192.2011.540157Riordan, C. M., Vandenberg, R. J., & Richardson, H. A. (2005). Employee involvement climate and organizational effectiveness. Human Resource Management, 44(4), 471-488. doi:10.1002/hrm.20085Vandenberg, R. J., Richardson, H. A., & Eastman, L. J. (1999). The Impact of High Involvement Work Processes on Organizational Effectiveness. Group & Organization Management, 24(3), 300-339. doi:10.1177/1059601199243004Vlachos, I. (2008). The effect of human resource practices on organizational performance: evidence from Greece. The International Journal of Human Resource Management, 19(1), 74-97. doi:10.1080/09585190701763933Wagner, J. A., & Gooding, R. Z. (1987). SHARED INFLUENCE AND ORGANIZATIONAL BEHAVIOR: A META-ANALYSIS OF SITUATIONAL VARIABLES EXPECTED TO MODERATE PARTICIPATION-OUTCOME RELATIONSHIPS. Academy of Management Journal, 30(3), 524-541. doi:10.2307/256012Wall, T. D., & Wood, S. J. (2005). The romance of human resource management and business performance, and the case for big science. Human Relations, 58(4), 429-462. doi:10.1177/0018726705055032WRIGHT, P. M., GARDNER, T. M., MOYNIHAN, L. M., & ALLEN, M. R. (2005). THE RELATIONSHIP BETWEEN HR PRACTICES AND FIRM PERFORMANCE: EXAMINING CAUSAL ORDER. Personnel Psychology, 58(2), 409-446. doi:10.1111/j.1744-6570.2005.00487.xYang, C.-C., & Lin, C. Y.-Y. (2009). Does intellectual capital mediate the relationship between HRM and organizational performance? Perspective of a healthcare industry in Taiwan. The International Journal of Human Resource Management, 20(9), 1965-1984. doi:10.1080/09585190903142415Zacharatos, A., Sandy Hershcovis, M., Turner, N., & Barling, J. (2007). Human resource management in the North American automotive industry. Personnel Review, 36(2), 231-254. doi:10.1108/00483480710726127Zheng, C., Morrison, M., & O’Neill, G. (2006). An empirical study of high performance HRM practices in Chinese SMEs. The International Journal of Human Resource Management, 17(10), 1772-1803. doi:10.1080/0958519060096528