Search results

Este artículo analiza la importancia de la formación como factor generador de capital humano, lo que permite la obtención de ventajas competitivas sostenibles en el tiempo que suponen una mayor rentabilidad. La investigación profundiza la naturaleza de la relación entre formación y resultado empresarial, utilizamos dos perspectivas diferentes: el enfoque universalista y el contingente. Inicialmente se formularon dos hipótesis desde una perspectiva universalista para posteriormente incorporar al modelo el posible efecto moderador de la estrategia con el fin de contrastar si mejora el poder explicativo de nuestro modelo de análisis.

PurposeThe purpose of this paper is to investigate the relationship between emotional intelligence (EI), organizational affective commitment (AC), and performance at low-skilled back office positions.Design/methodology/approachIn all, 397 participants in low-skilled back office positions from a service company completed a questionnaire assessing EI, AC, and performance. The authors used multiple regression models for testing whether higher levels of EI and AC predicted better performance. Additionally, they tested to see whether EI and AC were positively related.FindingsThe results showed that workers in low-skilled back office positions with higher EI and AC had better performance. In this sense, intrapersonal skills and mood management were the dimensions of EI with the highest predictive power. Also, EI and AC were positively related, with intrapersonal skills and adaptability being the dimensions of EI most closely associated with AC. Finally, the predictive power on performance was increased when EI and AC were considered simultaneously.Originality/valueTraditionally, the involvement of EI and other personal dimensions in increasing organizational commitment and better work performance has been studied in high-skilled and executive positions, as well as in front office low-skilled positions. However, there is little empirical evidence regarding the simultaneous influence of EI and AC on performance in low-skilled back office positions. This gap prompted this research, which suggests that the investment of organizational resources is mandatory for improving EI and, hence, organizational commitment and work performance in these employees.

PurposeThe purpose of this study is to better understand the role of pay satisfaction and employee perception of talent management in business loyalty strategies, which implies considering both economic and non-economic variables in order to achieve organizational success.Design/methodology/approachResults from a survey of 198 workers were analysed using structural equation modelling (SEM) based on three constructs (confirmatory factor analysis, CFA). The scales used were: employee perception of talent management, pay satisfaction, and organizational commitment. Pay satisfaction acts as a mediating variable in the significant relationship between the perception of talent management and organizational commitment.FindingsThe partial mediating model hypothesised was supported by the SEM model, indicating that loyalty strategies require both good talent management and a good compensation system.Research limitations/implicationsThe article promotes the use of mediating variables as an explanation to better understand the strategies of loyalty in the management of talent, framed within the model of the resource-based view (RBV) theory.Practical implicationsThe implications are important for practitioners, who normally put every effort into strategies related to economic reinforcement, since the model suggests that they should also strive to correctly apply talent management.Social implicationsThe study suggests the need to understand better retributive systems with an application of talent management based on improvement and professional development.Originality/valueThe originality lies in the article stating that the application of good talent management must be complemented with adequate compensation systems in order to achieve efficient retention strategies for talented employees.

We propose an index to measure the degree of ability or desire of the population in a given country to have children, via an analysis of certain factors that may have a positive or negative influence on the fertility rate of that country. Using data for the twenty-eight countries of the European Union, and Principal Components Analysis, we construct the International Multidimensional Fertility Index as a combination of four dimensions: (1) Economy and family, (2) Attitudes and habits, (3) Work–Life Balance, and (4) Policy, along with nineteen distinct variables. We find that Denmark, the Netherlands, and Luxembourg are among the countries with the highest value of the index, and they also have high fertility rates within the EU. At the other end of the spectrum, Latvia, Cyprus, and Greece, are ranked in the last positions according to our index, countries that also present low values in their fertility rates. We also find a positive correlation between the value of our index and country fertility rates, an indication that our index may be capturing country differences in the conditions for bearing children, with higher values of the index indicating better conditions for childbirth and childrearing. To the extent that international data becomes available, our methodology will allow for the construction of international rankings, helpful in identifying cross-country differences in the conditions for fertility.

PurposeThis paper aims to narrow the gap caused by the lack of literature relating the three concepts of corporate sustainability, organizational resilience and corporate purpose in the context of corporations. A framework that explains how these three concepts are related and effectively merged for long-term corporate survival are proposed.Design/methodology/approachA systematic review is carried out. It is explained, first, initial search strategies to identify those documents that define each concept and to identify concepts with which each concept is associated. Subsequently, it is designed a search strategy combining all three concepts and their associated concepts to gather and analyze all the possible studies that have tried to connect these concepts. Finally, it is identified some gaps in the understanding of how these three concepts are related.FindingsResults indicate that corporate sustainability, organizational resilience and corporate purpose merge to achieve long-term corporate survival. There exists a two-way relationship between these three variables. Findings also present gaps and future directions that should be addressed to foster an increase in knowledge about the relationships between corporate sustainability, organizational resilience and corporate purpose.Originality/valueNowadays, some authors endeavor to explain how aspects such as corporate sustainability, organizational resilience and corporate purpose are crucial in the dynamic environment facing corporations every day. Nevertheless, there needs to be more understanding of how these three concepts are related and effectively merged for long-term corporate survival. This paper contributes to the literature by closing this gap.

El objetivo de este trabajo es indicar que la actual crisis financiera, es principalmente una crisis de valores. La metodología del trabajo consiste en realizar un estudio descriptivo sobre las consecuencias de la crisis en los mercados financieros internacionales, en la quiebra de empresas y de entidades financieras, señalando que se debe a una pérdida de valores de los directivos de muchas compañías. Los resultados de este estudio, señalan que actuaciones excesivamente avariciosas y poco solidarias han aumentado los niveles de endeudamiento de hogares, empresas y de toda la economía hasta límites insostenibles. En esta situación, se recomienda que las empresas adquieran el compromiso moral de incorporar criterios de responsabilidad social en sus operaciones. Además, que no haya dejación de responsabilidades por parte de los directivos de empresas y que se lleven a cabo políticas de apoyo a las personas en riesgo social. La posible solución podría ser, la recuperación de valores olvidados y recordar que toda relación económica es esencialmente una relación humana

PurposeOrganizations that offer services based on knowledge and innovation consider their recruitment process as strategic. The purpose of this paper is to consider that organizational lifecycle is related with the management styles through innovation climate and human dimension of recruitment.Design/methodology/approachThe authors utilized two methods proposed by Adizes (1976, 1979, 2004). The first one is an inductive, exploratory method with a quantitative approach. The second one utilizes a qualitative approach through semi-structured interviews. The quantitative approach was performed with a questionnaire via internet. The target was executive managers from organizations with more than ten employees, which are offering professional, scientific and technical services. The authors obtained 170 responses.FindingsResults show that the majority of organizations balance open innovation and control, trending to the first one. During the first stages of the organizational lifecycle, decision-making principally relays on the founder's open innovation strategies, whereas in the last stages administrative-based control is predominant.Research limitations/implicationsThe authors must highlight that this study has been performed for the case of services companies placed only in Mexico. Then, the extrapolation and generalization of results should be dealt carefully.Practical implicationsThe authors consider the questionnaire very useful for the introduction of open innovation strategies for human resources managers, since it takes into account organizational lifecycle in their human dimension of recruitment processes, it helps to design training and retention programs for employees, and avoids premature aging of the company.Social implicationsGiven that today, knowledge management and innovation have become strategic assets of companies, it is necessary a change of mentality in many organizations that facilitates a new perception on the development of innovation. This will only be possible with the firm support of the management of the company and the involvement of all employees in this new task.Originality/valueSeveral studies analyze management styles in each stage of organization lifecycle, although they do not link the obtained information to open innovation and human dimension of the recruitment process. The authors work applies the questionnaire of Adizes (1976, 1979, 2004), which relates the organizational life cycle and the management style and discloses the proper management styles with recruiting, training and retention programs to keep flexibility above control to nurture open innovation.

This paper adopts a configurational approach to explore the degree of matching among typologies of organizational culture and categories of family firm. Based on a sample of 491 Spanish firms with diverse levels of family involvement and using the organizational cultural assessment instrument (OCAI), results show that family owned and managed firms and professionally managed family are characterized by a clan culture typology while market and hierarchy cultures are more relevant in non-family firms. Potential determinants and consequences of these matches are explained and discussed.