Validation of a model of measure for the results perceived by senior managers related to the use of high involvement work practices - HIWP

Authors

  • Graziela Conci Universitat Politècnica de València

DOI:

https://doi.org/10.4995/wpom.v2i2.821

Keywords:

HIWP, gestión de recursos humanos, alta implicación, resultados

Abstract

Upon several human resources practices high involvement work practices stand out. Lawler’s model (1991; 1998) groups these practices in four constructs: communication, training, empowerment and rewards. Our work focuses on validating the model of measure of the scale of results, proposed by Lawler and colleagues (2001) and other alternative measurement models in order to measure the results with subjective perception for the senior managers. The measurement model is composed of performance and services scales, human resources and results achieved by the organization. After carrying out the confirmatory factorial analyses for collected data from 98 Spanish companies, we validate a model that presents very good convergent statistics of validity.

Downloads

Download data is not yet available.

References

Anderson, J. C.; Gerbing, D. W. (1988). Structural Equation Modeling in Practice: A Review and Recommended Two-Step Approach. Psychological Bulletin, Vol. 103, nº. 3, pp. 411-423. https://doi.org/10.1037/0033-2909.103.3.411

Bagozzi, R. P. (1994). Structural Equation Models in marketing research: Basic principles, en R. P. Bagozzi (dir), Principles of Marketing Research, pp. 317-385. Blackwell Publishers.

Becker, B. E.; Huselid, M. A. (2006). Strategic Human Resources Management: Where Do We Go From Here? Journal of Management, Vol. 32, nº. 6, pp. 898-925. https://doi.org/10.1177/0149206306293668

Beltran-Martin, I.; Roca-Puig, V.; Escrig-Tena, A.; Bou-Llusar, J. C. (2009). Internal labour flexibility from a resource-based view approach: definition and proposal of a measurement scale. International Journal of Human Resource Management, Vol. 20, nº. 7, pp. 1576-1598. https://doi.org/10.1080/09585190902985194

Bentler, P. M. (2002). EQS 6 Structural Equations Program Manual. Multivariate Software, Inc.

Bou, J. C.; Beltran, I. (2005). Total quality management, high-commitment human resource strategy and firm performance: An empirical study. Total Quality Management & Business Excellence, Vol. 16, nº. 1, pp. 71-86. https://doi.org/10.1080/1478336042000309875

Boxall, P.; Macky, K. (2007). High-performance work systems and organisational performance: Bridging theory and practice. Asia Pacific Journal of Human Resources, Vol. 45, nº. 3, pp. 261-270. https://doi.org/10.1177/1038411107082273.

Bryson, A.; Forth, J.; Kirby, S. (2005). High-involvement management practices, trade union representation and workplace performance in Britain. Scottish Journal of Political Economy, Vol. 52, nº. 3, pp. 451-491. https://doi.org/10.1111/j.0036-9292.2005.00352.x

Byrne, B. (2006). Structural equation modelling with EQS: Basic concepts, applications and programming. Lawrence Erlbaum.

Cappelli, P.; Neumark, D. (2001). Do "High-performance" work practices improve establishment-level outcomes? Industrial and Labor relations Review, Vol. 54, nº. 4, pp. 737-775. https://doi.org/10.1177/001979390105400401

Ciavarella, M. (2003). The adoption of high-involvement practices and processes in emergent and developing firms: A descriptive and prescriptive approach. Human resource management, Vol. 42, nº. 4, pp. 337-356. https://doi.org/10.1002/hrm.10094

Combs, 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, Vol. 59, nº. 3, pp. 501-528. https://doi.org/10.1111/j.1744-6570.2006.00045.x

Cooke, W. N. (1994). Employee participation programs, group-based incentives, and company performance: a union-nonunion comparison. Industrial & Labor Relations Review, Vol. 47, nº. 4, pp. 594-609. https://doi.org/10.1177/001979399404700405

Datta, D. K.; Guthrie, J. P.; Wright, P. M. (2005). Human resource management and labor productivity: Does industry matter? Academy of management Journal, Vol. 48, nº. 1, pp. 135- 145. https://doi.org/10.5465/amj.2005.15993158

Delaney, J. T.; Huselid, M. A. (1996). The impact of human resource management practices on perceptions of organizational performance. Industrial Relations, Vol. 39, nº. 4, pp. 949- 969. https://doi.org/10.2307/256718

Delaney, J. T.; Godard, J. (2001). An industrial relations perspective on the high-performance paradigm. Human Resource Management Review, Vol. 11, nº. 4, pp. 395-429. Working Papers on Operations Management Vol 2, Nº 2 (01-13) ISSN: 1989-906811 https://doi.org/10.1016/S1053-4822(01)00047-X

Evans, W. R.; Davis, W. D. (2005). High-Performance Work Systems and Organizational Performance: The Mediating Role of Internal Social Structure. Journal of Management, Vol. 31, nº. 5, pp. 758-775. https://doi.org/10.1177/0149206305279370

Farrell, A. M. (2010). Insufficient discriminant validity: A comment on Bove, Pervan, Beatty and Shiu (2009). Journal of Bussiness Research, Vol. 63, nº. 3, pp. 324-327. https://doi.org/10.1016/j.jbusres.2009.05.003

Fornell, C.; Larcker, D. (1981). Evaluating Structural Equation Models with Unobservable Variables and Measurement error. Journal of marketing research, Vol. 18, nº. February, pp. 39-50. https://doi.org/10.1177/002224378101800104

Gerhart, B. A. R. R.; Wright, P. M.; Mahan, G. C.; Snell, S. A. (2000). Measurement error in research on human resources and firm performance: how much error is there and how does it influence effect size estimates? Personnel Psychology, Vol. 53, nº. 4, pp. 803-834. https://doi.org/10.1111/j.1744-6570.2000.tb02418.x

Gowen III, C. R.; McFadden, K. L.; Tallon, W. J. (2006). On the centrality of strategic human resource management for healthcare quality results and competitive advantage. Journal of management development, Vol. 25, nº. 8, pp. 806-826. https://doi.org/10.1108/02621710610684277

Guerrero, S.; Barraud-Didier, V. (2004). High-involvement practices and performance of French firms. International Journal of Human Resource Management, Vol. 15, nº. 8, pp. 1408- 1423. https://doi.org/10.1080/0958519042000258002

Guest, D. E. (1997). Human resource management and performance: a review and research agenda. International Journal of Human Resource Management, Vol. 8, nº. 3, pp. 263-276. https://doi.org/10.1080/095851997341630

Guthrie, J. P. (2001). High-involvement work practices, turnover, and productivity: eviddence from New Zealand. Academy of management Journal, Vol. 44, nº. 1, pp. 180-190. https://doi.org/10.2307/3069345

Guthrie, J. P.; Spell, C. S.; Nyamori, R. O. (2002). Correlates and consequences of high involvement work practices: the role of competitive strategy. International Journal of Human Resource Management, Vol. 13, nº. 1, pp. 183-197. https://doi.org/10.1080/09585190110085071

Hair, J. F.; Anderson, R. E.; Tatham, R. L.; Black, W. C. (1995). Multivariate data analysis, 4º. Prentice Hall.

Hair, J. F.; Anderson, R. E.; Tatham, R. L.; Black, W. C. (1999). Análisis de datos multivariante, 4º. Prentice Hall.

Hogan, E. A.; Martell, D. A. (1987). A confirmatory structural equations analysis of the job characteristics model. Organizational Behavior and Human dEcision Processes, Vol. 39, nº. 2, pp. 242-263. https://doi.org/10.1016/0749-5978(87)90040-9

Huselid, M. (1995). The impact of human resource management practices on turnover, productivity, and corporate performance. Academy of management Journal, Vol. 38, nº. 3, pp. 635-672. https://doi.org/10.2307/256741

Huselid, M. A.; Becker, B. E. (1996). Methodological issues in cross-sectional and panel estimates of the human resource-firm performance link. Industrial Relations, Vol. 35, nº. 3, pp. 400-422. https://doi.org/10.1111/j.1468-232X.1996.tb00413.x

Huselid, M. A.; Jackson, S. E.; Schuler, R. S. (1997). Technical and strategic human resource management effectiveness as determinants of firm performance. Industrial Relations, Vol. 40, nº. 1, pp. 171-188. https://doi.org/10.2307/257025

Lawler III, E. E. (1991). High involvement Management. Jossey-Bass. Working Papers on Operations Management Vol 2, Nº 2 (01-13) ISSN: 1989-9068 12

Lawler III, E. E.; Mohrman, S.; Benson, G. (2001). Organizing for high performance: employee involvement, TQM, reengineering, and knowledge management in the fortune 1000. The CEO report. Jossey-Bass.

Lawler 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.

Lin, W. B. (2006). The exploration of employee involvement model. Expert Systems with Applications, Vol. 31, nº. 1, pp. 69-82. https://doi.org/10.1016/j.eswa.2005.09.035

MacDuffie, J. P. (1995). Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in the World Auto Industry. Industrial and Labor relations Review, Vol. 48, nº. 2, p. 197. https://doi.org/10.1177/001979399504800201

Marin-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. https://doi.org/10.1080/17509653.2008.10671037

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, Vol. 5, nº. 3, pp. 278-300. https://doi.org/10.3926/ic.2009.v5n3.p278-300

Marin-Garcia, J. A.; Conci, G. (2010). Análisis factorial exploratorio para identificar las dimensiones subyacentes de los constructos de remuneración y participación. Working Papers on Operations Management, Vol. 1, nº. 1, pp. 46-55. https://doi.org/10.4995/wpom.v1i1.795

Mayson, S.; Barrett, R. (2006). The 'science' and 'practice' of HRM in small firms. Human Resource Management Review, Vol. 16, nº. 4, pp. 447-455. https://doi.org/10.1016/j.hrmr.2006.08.002

Ooi, K.-B.; Arumugam, V.; Safa, M. S.; Bakar, N. A. (2007). HRM and TQM: association with job involvement. Personnel Review, Vol. 36, nº. 6, pp. 939-962. https://doi.org/10.1108/00483480710822445

Riordan, C. M.; Vandenberg, R. J.; Richardson, H. A. (2005). Employee involvement climate and organizational effectiveness. Human resource management, Vol. 44, nº. 4, pp. 471-488. https://doi.org/10.1002/hrm.20085

Shah, R.; Goldstein, S. M. (2006). Use of structural equation modeling in operations management research: Looking back and forward. Journal of Operations Management, Vol. 24, nº. 2, pp. 148-169. https://doi.org/10.1016/j.jom.2005.05.001

Shih, H. A.; Chiang, Y. H.; Hsu, C. C. (2006). Can high performance work systems really lead to better performance? International Journal of Manpower, Vol. 27, nº. 7-8, pp. 741-763. https://doi.org/10.1108/01437720610713530

Sila, I. (2007). Examining the effects of contextual factors on TQM and performance through the lens of organizational theories: An empirical study. Journal of Operations Management, Vol. 25, nº. 1, pp. 83-109. https://doi.org/10.1016/j.jom.2006.02.003

Spreitzer, G. M. (1995). Psychological Empowerment in the Workplace - Dimensions, Measurement, and Validation. Academy of management Journal, Vol. 38, nº. 5, pp. 1442- 1465. https://doi.org/10.5465/256865

Takeuchi, R.; Lepak, D. P.; Wang, H. L.; Takeuchi, K. (2007). An empirical examination of the mechanisms mediating between high-performance work systems and the performance of Japanese organizations. Journal of Applied Psychology, Vol. 92, nº. 4, pp. 1069-1083. https://doi.org/10.1037/0021-9010.92.4.1069

Tari, J. J.; Molina, J. F.; Castejón, J. L. (2007). The relationship between quality management practices and their effects on quality outcomes. European Journal of Operational Research, Vol. 183, nº. 2, pp. 483-501. Working Papers on Operations Management Vol 2, Nº 2 (01-13) ISSN: 1989-9068 13 https://doi.org/10.1016/j.ejor.2006.10.016

Ullman, J. B.; Bentler, P. M. (2004). Structural Equation Modeling, en M. Hardy y A. Bryman (dir), Handbook of Data Analysis, pp. 431-458. SAGE. https://doi.org/10.4135/9781848608184.n19

Vandenberg, R. J.; Richardson, H. A.; .Eastman, L. J. (1999). The impact of high involvement work processes on organizational effectiveness: A second-order latent variable approach. Group & Organization Management, Vol. 24, nº. 3, p. 300. https://doi.org/10.1177/1059601199243004

Wall, T. D.; Michie, J.; Patterson, M.; Wood, S. J.; Sheehan, M.; Clegg, C. W.; West, M. (2004). On the validity of subjective measures of company performance. Personnel Psychology, Vol. 57, nº. 1, pp. 95-118. https://doi.org/10.1111/j.1744-6570.2004.tb02485.x

Wall, T. D.; Wood, S. (2005). The romance of human resource management and business performance, and the case for big science. Human relations, Vol. 58, nº. 429, p. 462. https://doi.org/10.1177/0018726705055032

Wood, S. (1999). Human resource management and performance. International Journal of Management Reviews, Vol. 1, nº. 4, p. 367. https://doi.org/10.1111/1468-2370.00020

Wood, S.; de Menezes, L. M. (2008). Comparing perspectives on high involvement management and organizational performance across the British economy. The International Journal of Human Resource Management, Vol. 19, nº. 4, pp. 639-683. https://doi.org/10.1080/09585190801953673

Wright, 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, Vol. 58, nº. 2, pp. 409-446. https://doi.org/10.1111/j.1744-6570.2005.00487.x

Yang, C. C. (2006). The impact of human resource management practices on the implementation of total quality management: An empirical study on high-tech firms. TQM Magazine, Vol. 18, nº. 2, pp. 162-173. https://doi.org/10.1108/09544780610647874

Zatzick, C. D.; Iverson, R. D. (2006). High-involvement management and workforce reduction: Competitive advantage or disadvantage? Academy of management Journal, Vol. 49, nº. 5, pp. 999-1015. https://doi.org/10.5465/amj.2006.22798180

Downloads

Published

2011-12-31

How to Cite

Conci, G. (2011). Validation of a model of measure for the results perceived by senior managers related to the use of high involvement work practices - HIWP. WPOM-Working Papers on Operations Management, 2(2), 01–13. https://doi.org/10.4995/wpom.v2i2.821

Issue

Section

Research Articles