Exploring theblack boxin Spanish firms: the effect of the actual and perceived system on employees' commitment and organizational performance

Abstract

Several studies in strategic human resource management have described a relationship between people-management practices and organizational performance. However, the mediating processes that explain such a relationship remain unexplored. This study examines how both the actual people-management system (assessed by managers) and the perceived system (assessed by employees) influence employees' commitment, and how this in turn contributes to employee and organizational outcomes. Multilevel analyses of a sample of 732 employees from 26 Spanish small and medium-sized enterprises (SMEs) supported a model in which employees' commitment mediates between the actual system and unit-level absenteeism, which in turn has an effect on productivity. Results also showed the importance of the perceived system in attempting to understand the true effect of the actual system on employees' commitment to the organization.

An analysis of the direct and mediated effects of employee commitment and supply chain integration on organisational performance

“…There is clear evidence of the mediating role of EC between workforce management practices and firm performance in previous research in the area of human resources (Elorza et al, 2011;Patterson et al, 2010). In other words, when the effects of workforce management practices on performance are analysed without including EC in the model, these effects are significant and positive.…”

“…Recent models in the literature on workforce management (Den Hartog et al, 2004;Elorza et al, 2011;Guest & Conway, 2011;Marin-Garcia, 2013) consider EC as the main mediating construct for explaining operational performance and customer satisfaction, both of which affect financial performance (Table 2). Table 2 synthesises the relationships identified in the prior literature.…”

High-Involvement Management, Economic Recession, Well-Being, and Organizational Performance

“…Following social exchange theory, we expect recessionary action to represent a violation of the specific psychological contract associated with high-involvement management (Elorza et al, 2011;Gould-Williams & Davies, 2015;Van De Voorde et al, 2012: 392) and, in so doing, reduce its efficacy.…”

How can Corporate Social Responsibility Lead to Firm Performance? A Longitudinal Study in Taiwan

“…A growing number of studies conceptualize organizational commitment at the group level and organizational rather than individual level (Biong et al, 2010;Chun et al, 2013;Conway and Briner, 2012;Elorza et al, 2011;Gardner et al, 2011;Simons and Roberson, 2003). These studies direct attention toward the relevance of collective organizational commitment; a perspective we follow in this study (Chun et al, 2013;Conway and Briner, 2012;Gardner et al, 2011).…”