Verification of the reflective model of first order factorsfor reward and empowerment constructs based on questionnaires derived from Lawler et al. (1991)

Abstract

<p><strong>Purpose:</strong> High involvement practices have traditionally been classified in four main categories: training, communication, rewards and empowerment. In order to measure the degree of implementation of these programs, different questionnaires have been developed. In this paper, we have identified 3 types of questionnaires and we have deeply analyzed the psychometrical properties of one of these types: questionnaires derived from Lawler et al. (1991). The most recent investigation seems to show that psychometrical properties of both training and communication constructs are appropriate. However, it is necessary to work on rewards and empowerment scales. This research analyzes, by means of confirmatory factorial, two reflective measurement models, already present in the previous literature of rewards and empowerment scales.</p><p><br /><strong>Design/methodology/approach:</strong> Spanish samples from 1997 (n=105), as well as United States ones (n=212 dating 1996 and n=143 dating 1999) have been used. Convergent and discriminant validity were tested.</p><p><br /><strong>Findings and Originality/value:</strong> None of the models presents and acceptable adjustment in the used samples. Therefore, a possible future line of investigation in order to check whether the measurement model of rewards and empowerment constructs is formative instead of reflective, has been opened.</p><p><strong>Practical implications:</strong> Practitioners can profit from the results of this research because questionnaires validity will allow companies to have measurement and good practices diagnosis tools that can be used either for internal benchmarking or for the comparison with reference groups of companies.</p><p><br /><strong>Originality/value: </strong>Our paper identifies three questionnaire typologies used in the field of investigations of rewards and empowerment practices. We show that the point of view with which the scales of theses questionnaires have been treated has always been reflective. Moreover, this is one of the few papers that have checked the validity of the measurement model of questionnaires derived from Lawler et al. (1991). It questions the validity of a single questionnaire with similar samples, of different years, and simultaneously, with samples from same years but from different countries.</p

Deconstructing AMO framework: a systematic review

“…Additionally, high-performance work systems (HPWS) (also known as "high commitment management" (Arthur, 1994;Choi, 2014) or "HR practice configurations" (Choi, 2014;Delery, 1998) are a combination of HPW practices, which are hypothesized to create synergistic effects (BayoMoriones & Galdon-Sanchez, 2010;Della Torre & Solari, 2013;Marín-García & Conci, 2012;Rabl et al, 2014). According to these synergies, performance obtained by using bundles of practices will be greater than the sum of individual effects achieved by applying separately each of them Boxall, Purcell & Wright, 2009;Demortier et al, 2014;Drummond & Stone, 2007;Jiang, Lepak, Hu, et al, 2012;Minbaeva, 2013).…”

“…The term high-performance work practices (also referred in the literature as high-commitment management, high-involvement management or innovative work practices (Bayo-Moriones & Galdon-Sanchez, 2010;Marín-García & Conci, 2012)) apply to a broad set of human resource practices that aim to make organizations more participative and flexible, with the objective of being capable of competing in the current environment (Kalleberg, 2006). The HIW practices include three dimensions: skill requirements, jobs designed to use those skills, and an incentive structure to induce discretionary effort (Appelbaum et al, 2000).…”

Investing Time and Resources for Work–Life Balance: The Effect on Talent Retention

“…Traditionally, factors such as security and salary were critical to attract and retain valuable HR. However, with a few exceptions, in the current European context the employee salary cannot be considered a key determinant, since it largely depends on the current labor legislation [7,8]. In addition, globalization has contributed to increasing the competitiveness of the labor market, making it more difficult for companies to attract and retain the most outstanding and qualified human resources [2].…”

“…In addition, globalization has contributed to increasing the competitiveness of the labor market, making it more difficult for companies to attract and retain the most outstanding and qualified human resources [2]. In this way, forms of remuneration based on individual performance are considered critical sources of employee engagement, given that they contribute to aligning organization and staff interests, improving productivity and the firm's key indicators [7].…”

High involvement work programs (HIWP) measurement model validation and its capacity to predict perceived performance

“…On the other hand, with regard to the result of previous studies on the validation of the measurement model for the construct "performance", the work by proposed to validate the measurement model for the scale of results, based on the data obtained from Spanish companies (Marin-Garcia et al, 2008), using an adaptation of the model by Lawler et al (1991).…”