Emergent directions for human resource management research in Latin America

Elvira, Marta M.; Davila, Anabella

doi:10.1080/09585190500358703

Cited by 44 publications

(36 citation statements)

References 19 publications

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“…For instance, De Forest () indicates that staffing policies in Mexico are based on personality traits, while in Chile they are based on social bonds (Abarca et al ., ). Work organisation practices tend to be favoured by the Latin American collective culture (Elvira and Davila, ). However, their implementation may be hindered by a preference for centralisation of authority and organisational hierarchies (Page and Wiseman, ; Elvira and Davila, ).…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Bundles of HRM practices and performance: empirical evidence from a Latin American context

Bello‐Pintado

2015

Human Res Mgmt Journal

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This article examines the extent to which the configuration of HRM practices in bundles and the interactions among them have a significant impact on manufacturing outcomes. Using a unique data set from a survey of a representative sample of the whole Uruguayan manufacturing industry, several hypotheses related to interactions between ability–motivation–opportunity bundles of HRM practices are tested. Analysis of 150 manufacturing plants partially highlights the existence of hierarchy between bundles, being the bundle of motivation‐enhancing HRM practices the most important to explain the enhanced manufacturing outcomes. Based on this bundle of practices, synergistic interactions with both ability and opportunity bundles of HRM practices were observed to explain different performance measures.

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Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Bundles of HRM practices and performance: empirical evidence from a Latin American context

Bello‐Pintado

2015

Human Res Mgmt Journal

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“…However, at least in terms of the diversity of contexts, there are welcome signs of change (Budhwar & Debrah, 2001;Budhwar & Mellahi, 2006;Dessler & Tan, 2009;Dowling & Donnelly, 2013;Elvira & Davila, 2005;Kamoche, Debrah, Horwitz, & Muuka, 2004). Most international HRM research has been conducted in the WEIRD -western, educated, industrialized, rich, democratic -countries (Henrich, Heine, & Norenzayan, 2010).…”

Section: The Role Of Contextmentioning

confidence: 99%

Crossing the streams: HRM in multinational enterprises and comparative HRM

Brewster

Mayrhofer²,

Smale

2016

Human Resource Management Review

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“…The 1994 implementation of the North American Free Trade Agreement (NAFTA) meant that companies reorganized production and administrative processes, introduced new technology, and downsized to keep a competitive edge (Bank Muñoz, 2008;Pozas Garza, 2002). The new strategies threatened to erode long-standing social contracts, shifting the employer-employee relationship centered on loyalty and commitment to one based on economic exchange (Elvira & Davila, 2005;Plankey Videla, 2012).…”

Section: Introductionmentioning

confidence: 98%

‘You care for your work; I'll care for your family’: perceptions of paternalistic managerial actions and employee commitment in Mexico

Brumley

2014

Community, Work & Family

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This study focuses on paternalism as a managerial strategy to foster employee commitment. Using in-depth, qualitative interviews during extended fieldwork at a Mexican multinational company, I examine employee perceptions of managerial actions within the context of workplace transformation. Employees perceived management as caring toward them and their families and characterized the workplace as a considerate and respectful environment. Employees interpreted managerial actions positively because a company cooperative provided family-supportive policies and cultivated a family-supportive culture, even after workplace transformation. Rather than disrupt the paternalistic practices, management combined them with the new strategic management practices. In exchange, employees were committed to the organization as evidenced by expressions of loyalty, pride, and appreciation. With its focus on how a specific family-supportive setting matters in the global south, this study extends the research on managerial strategies to promote employee commitment.Este estudio se enfoca en el paternalismo como estrategia administrativa para fomentar el compromiso de los empleados. A través de entrevistas cualitativas profundas durante un extenso trabajo de campo en una compañía multinacional mexicana, examino las percepciones de las acciones administrativas dentro del contexto de la transformación del lugar de trabajo. Los empleados señalaron que la compañía se preocupa por ellos y sus familias y destacaron que el entorno laboral es de respeto y camaradería. Asimismo, consideraron que las acciones de la empresa son positivas porque las políticas de la compañía fomentan la cultura de apoyo a la familia, incluso después de los cambios en el lugar de trabajo. Por su parte, la compañía no abandonó las prácticas paternalistas, sino que las combinó con los nuevos enfoques estratégicos de administración. A cambio, los empleados se comprometieron con la organización, como lo evidencian las expresiones de lealtad, orgullo y agradecimiento. Al centrarse en la importancia que tiene la familia en las empresas en países como México, este estudio amplía la investigación sobre estrategias administrativas para promover el compromiso de los empleados.

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Emergent directions for human resource management research in Latin America

Cited by 44 publications

References 19 publications

Bundles of HRM practices and performance: empirical evidence from a Latin American context

Bundles of HRM practices and performance: empirical evidence from a Latin American context

Crossing the streams: HRM in multinational enterprises and comparative HRM

‘You care for your work; I'll care for your family’: perceptions of paternalistic managerial actions and employee commitment in Mexico

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