The state of strategic human resource measurement in Spanish banks

The new strategic role of Human Resource (HR) management that many academics and practitioners have been calling for requires that HR systems not only achieve operational excellence in performing their traditional activities but that they also contribute to developing the strategic capabilities needed by the organization to maintain its competitive advantage. This new orientation has important implications for the evaluation of an organization's HR system. Traditional measures of the HR function tend to focus on internal efficiency. In order to determine the success of an HR system in achieving its new role as strategic partner, the strategic impact of HR practices must be evaluated. This requires measuring the contribution of the HR system toward building organizational capabilities, including employee skills, behaviors and attitudes, and the impact that changes at this level have on organizational results. This study presents a strategic HR measurement framework and investigates the current state of HR measurement in five large Spanish banks

Rethinking utility analysis: a strategic focus

Utility analysis is a technique which allows for the estimation of the financial impact of human resource (HR) interventions. While utility analysis methods have been available for decades, their application is still not widespread. Some argue that this is because managers do not understand the techniques and suggest that allowing managers to participate in the analysis would increase understanding and, as a results, use and acceptance of utility analysis. The current work posits that translating the value of HR interventions into financial terms may not be necessary. It may be more useful to determine the direct impact of HR programs on employee behaviors and attitudes. The impact of these changes on the bottom line may then be determined. Building upon the recently proposed multi-attribute utility analysis and the strategic perspective offered by the Balanced Scorecard, this paper presents a strategic utility analysis method. Strategic utility analysis requires that multiple outcomes, not only financial, be considered in order to determine the utility of a given HR intervention. It further stipulates that these outcomes should come directly from the company's business strategy. The strategy should imply certain organizational capabilities and strategic utility analysis should measure the contribution of HR interventions towards building these specific capabilities

The state of strategic human resource measurement in Spanish banks.

The new strategic role of Human Resource (HR) management that many academics and practitioners have been calling for requires that HR systems not only achieve operational excellence in performing their traditional activities but that they also contribute to developing the strategic capabilities needed by the organization to maintain its competitive advantage. This new orientation has important implications for the evaluation of an organization's HR system. Traditional measures of the HR function tend to focus on internal efficiency. In order to determine the success of an HR system in achieving its new role as strategic partner, the strategic impact of HR practices must be evaluated. This requires measuring the contribution of the HR system toward building organizational capabilities, including employee skills, behaviors and attitudes, and the impact that changes at this level have on organizational results. This study presents a strategic HR measurement framework and investigates the current state of HR measurement in five large Spanish banks.

The key role of organizational culture in a multi-system view of technology-driven change.

Organizations undergoing technology-driven change must understand that technology is only one of several inter-related components which drive organizational performance. A multi-system perspective of organizations highlights the interdependencies between an organization's technology, structure and culture and how these affect organizational processes and behaviors. Successful technological innovations require that either the technology be designed to fit the organization's current structure and culture or that the organizational structure and culture be reshaped to fit the demands of the new technology. Thus, the desired effects of new technology are most often realized in organizations able to implement the additional changes that are required to maintain overall fit. To illustrate these issues, this paper presents a case study based on a technology-driven change in a Turkish financial organization. Special attention is given to the role of organizational culture, which is often cited as the most critical factor in successful technology assimilationOrganizational culture; Organizational strategy; Technology-driven change; Technology assimilation;

EMPLOYEE PARTICIPATION IN EUROPE

The goal of this study was to identify the determinants of employee participation in organizations across Europe. Power distance, uncertainty avoidance, competition, unionisation, sector, organizational size and business strategy were all expected to influence amount of employee involvement. The hypothesised relationships were contrasted using data from the EPOC survey, a representative survey of over 5,700 organisations located in 10 European Union countries. The results supported all but two of the expected relationships. Power distance and organisational size did not predict amount of participation. A closer look at the relationship between organizational size and employee involvement revealed a significant relationship when type of participation, consultative or delegative, was included in the analysis.

An exploration of the factors that influence employee participation in Europe.

Employee involvement; Employee participation; Delegation; Consultation;

Fostering knowledge sharing through people management practices

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Fatores que afetam a adoção de análises de Big Data em empresas

With the total quantity of data doubling every two years, the low price of computing and data storage, make Big Data analytics (BDA) adoption desirable for companies, as a tool to get competitive advantage. Given the availability of free software, why have some companies failed to adopt these techniques? To answer this question, we extend the unified theory of technology adoption and use of technology model (UTAUT) adapted for the BDA context, adding two variables: resistance to use and perceived risk. We used the level of implementation of these techniques to divide companies into users and non-users of BDA. The structural models were evaluated by partial least squares (PLS). The results show the importance of good infrastructure exceeds the difficulties companies face in implementing it. While companies planning to use Big Data expect strong results, current users are more skeptical about its performance.Con la cantidad total de datos duplicándose cada dos años, el bajo precio de la informática y del almacenamiento de datos, la adopción del análisis Big Data (BDA) es altamente deseable para las empresas, como un instrumento para conseguir una ventaja competitiva. Dada la disponibilidad de software libre, ¿por qué algunas empresas no han adoptado estas técnicas? Para responder a esta pregunta, ampliamos la teoría unificada de la adopción y uso de tecnología (UTAUT) adaptado para el contexto BDA, agregando dos variables: resistencia al uso y riesgo percibido. Utilizamos el grado de implantación de estas técnicas para dividir las empresas entre: usuarias y no usuarias de BDA. Los modelos estructurales fueron evaluados con partial least squres (PLS). Los resultados muestran que la importancia de una buena infraestructura excede las dificultades que enfrentan las empresas para implementarla. Mientras que las compañías que planean usar BDA esperan muy buenos resultados, las usuarias actuales son más escépticos sobre su rendimiento.Com a quantidade total de dados duplicando a cada dois anos, o baixo preço da computação e do armazenamento de dados tornam a adoção de análises de Big Data (BDA) desejável para as empresas, como aquelas que obterão uma vantagem competitiva. Dada a disponibilidade de software livre, por que algumas empresas não adotaram essas técnicas? Para responder a essa pergunta, estendemos a teoria unificada de adoção e uso de tecnologia (UTAUT) adaptado para o contexto do BDA, adicionando duas variáveis: resistência ao uso e risco percebido. Usamos a nível da implementação da tecnologia para dividir as empresas em usuários e não usuários de técnicas de BDA. Os modelos estruturais foram avaliados por partial least squares (PLS). Os resultados mostram que a importância de uma boa infraestrutura excede as dificuldades que as empresas enfrentam para implementá-la. Enquanto as empresas que planejam usar Big Data esperam resultados fortes, os usuários atuais são mais céticos em relação ao seu desempenho

Organizational culture as a determinant of technology assimilation

From higher to lower levels of abstraction, an organization can be seen as a more or less rational entity trying to achieve certain objectives by securing and employing certain resources strategically, as a complex system enacting specific processes and enabling certain patterns of individual and group behavior, or as a set of individuals working around certain (implicit or explicit) operating rules and utilizing certain technology. For an organization to successfully achieve its objectives, it must be able to deploy the right kind of processes and behaviors by carefully aligning its technology, its organizational structure and the values and beliefs of its people (which is usually referred to as "organizational culture"). Successful technological innovations require that either the technology be designed to fit the organization's current structure and culture or that the organizational structure and culture be reshaped to fit the needs of the new technology. Only if the organization is able to undertake the additional changes that are required to maintain overall fit will the new technology reach the desired effects. Otherwise, the investment could be worthless. To illustrate these issues, the paper presents a case study based on a technology-driven change in a Turkish financial organization