La gestión participativa en las grandes empresas industriales españolas: grado de uso, resultados obtenidos y comparación internacional

García, Marín; Antonio, Juan

doi:10.4995/thesis/10251/5845

Cited by 9 publications

(18 citation statements)

References 68 publications

(201 reference statements)

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“…Thus, participation is seen as an opportunity for employees to be involved (Marín-García & De Miguel, 2001;Schimansky, 2014). Likewise, based on organizational support theory (Boon et al, 2014), signals that the organization invests in supportive activities may lead to improving the employee sense of belongingness and reducing stress, absence and turnover rates (Boon et al, 2014).…”

Section: Motivation (M) (Intrinsic)mentioning

confidence: 99%

“…Hence, firms must provide opportunities for dialogue across organizational hierarchies, creating systems for capturing and sharing knowledge within the organization (Minbaeva, 2013;Senge, Ross, Smith, Roberts & Kleiner, 1995). Also, the decision-making process should be decentralized and, consequently, employees will enjoy a higher level of autonomy for performing their tasks ( Marín-García & De Miguel, 2001;Sarikwal & Gupta, 2013). In HRM context, opportunity-enhancing practices are designed for delegating the decision-making authority and fostering employee voice (Demortier et al, 2014).…”

Section: Motivation (M) (Intrinsic)mentioning

confidence: 99%

“…Ability-enhancing practices retrieved from the Review protocol Motivation can be defined as "the degree to which an individual wants and chooses to engage in certain specified behaviors" (Kim et al, 2015). Motivation can be either extrinsic or intrinsic ( Marín-García & De Miguel, 2001;Minbaeva, 2013;Sarikwal & Gupta, 2013). External factors are related to incentives such as economic rewards and usually leads to focus on short-term gains, whereas intrinsic factors emanate from individual's interests and values, for instance when a person find a job satisfying and pleasant (Minbaeva, 2013;Schimansky, 2014).…”

Section: Ability (A)mentioning

confidence: 99%

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Deconstructing AMO framework: a systematic review

2016

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Purpose: The AMO framework has been widely accepted in HRM literature for explaining the linkage between human resources practices and performance. However, it remains unclear whether this model has been fully demonstrated or not. Hence, we propose a systematic review that aims at identifying those investigations that have thoroughly tested the model, as well as the approaches used by them. Findings: AMO model is an excellent and structured framework that provides a better understanding of the relationship between HRM and performance. Moreover, the effectiveness of the model's proposal appears to be beyond doubt. In fact, a well trained and skilled employee will perform better, and a motivated worker will be ready to "go the extra mile".Likewise, if the work environment does not provide adequate opportunities, both abilities and motivation might become meaningless. However, we consider that many other factors could influence the positive effects of HPWS. As a matter of fact, not only contextual factors, but -1040-Intangible Capital -http://dx.doi.org/10.3926/ic.838 also individual beliefs, personal affinities, or personal circumstances (among others) might affect the implementation of these practices and the subsequent outcomes. For this reason, we consider that developing an HRM model that perfectly fit any situation is a very complicated, if not impossible, task. Research limitations/implications:The results show a significant variability in both research approaches and variables taken into consideration. In addition, it seems that little research has been conducted to verify the AMO model directly. Therefore, we consider that there is a great need to study the model from a more systematic perspective. A thorough understanding of the model could lead to a better understanding of the problems that organizations face when implementing human resource practices.Originality/value: Our study shed light on some aspects of the AMO framework within the HRM context. Specifically, we aimed to identify whether or not it is possible to confirm the model as it was originally proposed. We also find out which HR practices and measures of performance were considered across investigations, to define a standard approach.

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Section: Motivation (M) (Intrinsic)mentioning

confidence: 99%

Section: Motivation (M) (Intrinsic)mentioning

confidence: 99%

Section: Ability (A)mentioning

confidence: 99%

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Deconstructing AMO framework: a systematic review

2016

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“…Esta interdependencia lleva consigo dos aspectos importantes; por un lado, implica riesgos, ya que, precisamente, se condiciona el actuar propio al de otras personas. Por otro lado, se quiere potenciar la cooperación para que los sistemas de trabajo que requieren interdependencia -como el trabajo en equipo o la gestión participativa (Marin-Garcia, 2002)-resulten efectivos. Además, valores como la capacidad de motivación, el liderazgo, la promoción de las personas en la organización y otros, son intangibles incuestionables que se desarrollan en el seno de la interdependencia.…”

Section: Introductionunclassified

Rethinking trust as a critic factor in the organizational behaviour

Parra¹,

Nalda²,

Perles³

2011

cuadernosgestion

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Resumen:La confianza en el mundo de los negocios es un factor esencial que viene siendo estudiado por la literatura del Management desde hace décadas. Partiendo de la propuesta seminal de Mayer et al. (1995) Palabras clave:confianza organizativa, integridad, ética, ética integral. Abstract:Trust in business is an essential factor that has been being studied by the Academy for decades. From the seminal proposal of Mayer et al. (1995)

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“…Algunos autores (Benson et al, 2006;Coye y Belohlav, 1995;Drehmer et al, 2000;Guerrero y Barraud-Didier, 2004;Lawler III, 2005;Marin-Garcia, 2002;Marin-Garcia et al, 2008;Yu et al, 2000) han usado el cuestionario original de Lawler et al (1998) para sus investigaciones. Sin embargo, el modelo de medida sólo ha sido comprobado con ecuaciones estructurales en un trabajo (Yu et al, 2000).…”

Section: Introductionunclassified

Análisis factorial exploratorio para identificar las dimensiones subyacentes de los constructos de remuneración y participación

Marín-García

Conci

2010

Work. pap. oper. manag.

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los programas de alta implicación de los operarios se han clasificado tradicionalmente en 4 grandes categorías: formación, comunicación, remuneración y participación. La investigación reciente parece indicar que las propiedades psicométricas de los constructos de formación y comunicación son adecuadas. Sin embargo, un solo factor no parece representar de manera adecuada a los constructos de remuneración y participación. En esta comunicación partimos de un análisis factorial exploratorio y se propone una estructura de 3 factores para los programas de remuneración y para los de participación. Mediante un análisis confirmatorio de los datos de 105 empresas españolas podemos observar que la bondad de ajuste del modelo es buena, pero el  de Cronbach de las escalas para la muestra española es bastante bajo y la varianza extraída y la fiabilidad compuesta son muy bajas, por lo que la validez discriminante de las escalas queda en entredicho. Nuestra conclusión es que no es posible representar los ítems de participación y remuneración de los cuestionarios tipo Lawler (1998) bajo un mismo constructo, debiendo ser usados de manera independiente cuando se incorporan a modelos de estructura.

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La gestión participativa en las grandes empresas industriales españolas: grado de uso, resultados obtenidos y comparación internacional

Cited by 9 publications

References 68 publications

Deconstructing AMO framework: a systematic review

Deconstructing AMO framework: a systematic review

Rethinking trust as a critic factor in the organizational behaviour

Análisis factorial exploratorio para identificar las dimensiones subyacentes de los constructos de remuneración y participación

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