Purpose -The purpose of this paper is to examine the moderator role of hierarchical distance (HD) in the relationship between human resources management (HRM) practices and organizational performance (OP, perceived/financial). To date there is no empirical evidence that demonstrates whether HD affects this relationship. Design/methodology/approach -These relationships are examined through an empirical study of 102 small-and medium-sized enterprises from Europe (Spain). Partial least squares structural equation modeling is used to test the moderator effect of HD. Findings -The results show that HD is a cultural dimension which moderates the relationship between HRM practices and OP. Furthermore, when OP is studied in relation to HRM practices, the use of perceived measures are considered more appropriate as these indicate the opinion of employees and managers regarding about OP.Research limitations/implications -The non-cross-sectional character of the paper. Practical implications -Organizations should consider HD when deciding the structure and application of their HR practices, since a lesser HD has positive effects on business results. Originality/value -Little attention has been paid to non-linear models, with particular reference to the inclusion of cultural dimensions -such organizational culture (i.e. HD) -in HRM models.

En qué medida la diversidad de capital humano modera la relación entre las prácticas de GRH y el rendimiento organizacional:Evidencia AbstractThe purpose of this research study is to explore the moderating effect the diversity of human capital may have on the relationship between HRM practices and business performance. To this end, factors determining of human capital diversity have been used.With a sample of more than one hundred Spanish companies we have carried out a factor analysis-principal axis factoring with varimax rotation-on identified HRM practices and perceived organizational performance as factors with good factor loadings, and consistent with the proposed model.Our findings indicate that the human capital factors such as "education level," "functional specialization" and "length of service" condition the effects of HRM-practices on organizational performance.The literature pays little attention to non-linear models. Examining the factors' determining human capital diversity casts some light on the black box of the relationship between human resources practices and organizational performance.Keywords: Employee diversity, human capital, HRM practices, organizational performance, Spanish firms. ResumenEl propósito de este estudio de investigación es explorar el efecto moderador que puede tener la diversidad de capital humano sobre la relación entre las prácticas de Gestión de Recursos Humanos (GRH) y rendimiento de la empresa. Para alcanzar este objetivo, se han utilizado los factores determinantes de la diversidad del capital humano. Con una muestra de más de 100 de empresas españolas y un análisis factorial con una rotación varimax, hemos evaluado las prácticas de GRH y el desempeño organizacional percibido. Dichas variables han mostrado buenas cargas factoriales, en consonancia con el modelo propuesto.Nuestras conclusiones indican que los factores de capital humano tales como: el nivel educativo, la especialización funcional y la antigüedad en el puesto, condicionan los efectos de las prácticas de GRH y el desempeño organizacional.El estudio de la relación práctica de GRH-desempeño organizacional y la evaluación de los factores que determinan la diversidad del capital humano nos arroja algo de luz sobre la llamada caja negra. Debido a que, la literatura presta poca atención a los modelos no lineales.Palabras clave: Diversidad de los empleados, capital humano, prácticas de GRH, rendimiento organizacional, empresas españolas.

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The purpose of this paper is to assess the relationship between Human Resource Management (HRM) practices and organizational performance in Spanish firms from a financial and non-financial perspective (subjective). The empirical study was conducted with a sample of 102 firms in the region of Andalucía (Spain). The results of statistical analysis have shown the fundamental role of establishing HRM practices aimed at seeking the employees’ commitment and its positive influence on organizational performance. Results also showed that the subjective measures for organizational performance better explained this phenomenon of study.

Tremendous forces are radically reshaping the world of work and workforce diversity is steadily growing. If effective diversity management can only be achieved by means of the use of appropriate human resources strategies, HRM need to change his role. This chapter intends to explore such new trends and new practices on HRM, analyze which of them can be employed and which are more appropriate for an optimal management of workforce diversity and to obtain a competitive advantage for companies in the global economy.