The effect of high performance work systems on small and medium size enterprises

The moderating effect of ‘Green’ HRM on the association between proactive environmental management and financial performance in small firms

“…Pascual Ivars & Comeche Martínez, 2015), and that which supports an association between HRM and the proactive adoption of environmental management practices (Paillé et al, 2015;Renwick et al, 2013;Wehrmeyer, 1996), for the purposes of this study we consider HPWPs and Green HRM to be one and the same thing; in that, those HRM work practices which facilitate proactive environmental management will also contribute to high performance outcomes for the firm.…”

Prácticas de alto rendimiento: diferencias entre la percepción de los empleados y la intención de directores de recursos humanos en Pymes de Colombia

“…This author's proposal indicates seven practices which are: job stability, contracting, retribution, communication, self-directed teams, training and status reduction. According to Camps and Luna-Arocas (2012), this HPWP classification enjoys great academic recognition and in addition, they have been strongly referenced in the literature (Marchington and Grugulis, 2000;Pascual, 2013;Pascual and Comeche, 2015) due to their internal consistency and findings that provide general support in the effectiveness of the implementation of the 7 practices in organizations (Luna-Arocas and .…”

Modify the Redefined: Strategic Human Resource Development Maturity at a Crossroads

“…Regardless of how employees act (e.g., for their employer’s interest or their own), working under the same objectives will favor everyone. Following relevant suggestions on the importance of “employees’ line of sight” (e.g., increased organizational performance, climate, and commitment—Dundon, Wilkinson, Marchington, & Ackers, 2004; Robson & Mavin, 2014; employee satisfaction and industrial citizenship and high performance work systems—Ivars & Martinez, 2015; Kehoe & Wright, 2013; contribution to decision-making processes and overall business success—Armstrong & Taylor, 2014; Bennett, 2010; Robson & Mavin, 2014), the modified SHRD framework argues that establishing a strategic partnership between HRD executives and employees could only have a positive impact on the business. Such strategic collaborations could allow HRD executives to ensure that both their department and each of their stakeholders act to the benefit of all and thus collectively contribute to organizational success (Chan, Chan, Fan, Lam, & Yeung, 2006; Holtbrugge, Berg, & Puck, 2007) which could further result in enhancing HRD’s credibility and maturity.…”