PurposeThe purpose of this paper is to analyse the role of hospital leaders and high-performance work practices (HPWPs) in intensive care units (ICUs) in organizational agility and its impact on healthcare personnel satisfaction.Design/methodology/approachThis study was carried out in three ICUs of an important Spanish public hospital, one for adults, one paediatric and one neonatal. The unit of analysis was ICUs personnel (324 individuals: 14.5%, 48.8% and 36.7% from the categories of doctors, nurses and nurses' aides, respectively) who were invited to participate in the study. The sample had 248 individuals, with a sampling distribution by categories that was quite similar to that of the population. To test the hypotheses proposed, structural equations modeling (SEM) were used as the maximum likelihood estimation method.FindingsThe results confirm the proposed model and reveal the importance of the human dimension in ICUs on hospital agility and performance in terms of satisfaction of the clinical staff working in this area.Originality/valueThis paper is original because it analyses units of high complexity, such as ICUs from a management and non-clinical perspective. In addition, it studies the role of hospital managers and HPWPs on employee outcomes, as well as in-hospital responsiveness in a very dynamic context that demands agility on the management approach.
Purpose
The purpose of this study is to analyse the effects of high-commitment human resources (HR) practices on organisational performance through the commitment and satisfaction of both managers and supervisors.
Design/methodology/approach
An empirical study was carried out, based on the perceptions of 68 managers and 296 supervisors at four- and five-star hotels in Gran Canaria (Canary Islands, Spain).
Findings
The results obtained reveal that: high-commitment HR practices have a positive and significant effect on the commitment and satisfaction of both groups; managers’ commitment and satisfaction do not lead to improved organisational performance; however, supervisors’ commitment and satisfaction do lead to better economic results because of an improvement in customer results.
Practical implications
This research revealed that it is important for hotel companies to adopt high-commitment HR practices because these practices contribute to managers’ and supervisors’ affective connection to the company, leading them to feel positively satisfied with their jobs. In addition, hotels should focus on supervisors because they feel more customer-oriented and tend to stay longer in the company, which probably leads them to better meet the needs of customers, allowing hotels to obtain better economic results.
Originality/value
This study contributes to HR management in the hotel industry by obtaining the views of two key informants – managers and supervisors – about the implementation of HR practices and their own levels of commitment and satisfaction.
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