El rol mediador de la virtuosidad en la gestión de recursos humanos y los resultados del trabajo

In this study, we explore the role of organizational virtuousness (OV) as a mechanism through which human resource management practices (HRMP) affect employee outcomes. We propose that HRMP lead to higher levels of organizational citizenship behaviors and affective commitment by stimulating OV. In a sample of 525 workers, from 22 stores of a retailing company, we found evidence that HRMP predicts OV, in turn predicting members’ citizenship behaviors and affective commitment. By suggesting this new mediator, this study contributes to a better understanding of the causal chain linking HRMP and performance.info:eu-repo/semantics/publishedVersio

Introducing the Contextual Ambidexterity Scale for Public Organizations (CASPO): Scale development and initial evidence

Contextual ambidexterity describes the organizational capacity of being simultaneously able to adapt and change in the face contextual requirements while keeping alignment and predictability. Contextual ambidexterity has been recognized as an appropriate explanation of organizational performance, and its influence has already permeated accounts of public organizations’ dynamics. We join this line of reasoning by suggesting that some specific characteristics of public organizations call for refinement of the contextual ambidexterity concept, and the correspondent evolution in measuring this organizational ability, thus introducing the Contextual Ambidexterity Scale for Public Organizations (CASPO). We suggest going beyond the original measure of alignment and adaptability created by Gibson and Birkinshaw (2004), to include psychological safety, reflexive spaces, and flexibility as sub-dimensions of adaptability and imprinting, rule-following and shared vision as sub-dimensions of alignment. On the basis of a sample of civil servants (n=200), we used exploratory factor analysis to identify a six-dimensional solution covering alignment and adaptability. Using another sample of civil servants (n=200), we used confirmatory factor analysis to test CASPO’s construct validity and regression analysis in testing the criterion validity. The results reveal that CASPO shows appropriate metric qualities and that it surpasses Gibson and Birkinshaw’s (2004) scale in predicting both their measure of generic organizational performance and a measure of performance specific for public organizations. This study contributes to the creation of sound measures of relevant concepts explaining the performance of public organizations.info:eu-repo/semantics/publishedVersio

HRM practices and organizations' internal context role in performance

Purpose - The main purpose of the present study is to test the association between Human Resource Management practices (HRMP) perceptions, internal context, and organizational performance. Design/methodology/approach - The data was collected based on a sample of 525 individuals from 22 stores, with performance indicators collected at the store level. Findings - The results showed (a) a positive relationship between perceived organizational integrity and organizational performance, as well as a negative relationship with staff turnover; (b) and a negative relationship between employment conditions and staff turnover. Research limitations/implications - The small sample size and the fact that the study was conducted in stores of the same organization doesn’t allow generalization of findings; results are based on data from cross-sectional design, longitudinal data would be needed to infer causal relationships. Practical implications - Managers should take in consideration that organizational integrity, as perceived by employees, can enhance organizational performance and reduce turnover, better employment conditions will also have this effect in turnover. Originality/value - These findings allow us to discuss the role of HRMP and of organizations internal context and characteristics on performance.info:eu-repo/semantics/publishedVersio

Janusian, anomic, agent, and steward: how employees perceive the identity of healthcare organizations

We suggest that healthcare organizations (HCO) develop a hybrid identity that can be described in a typology made up of four identities: janusian, anomic, agent and steward. These hybrid identity types result from the combination of two seemingly incompatible identities: utilitarian or business oriented versus normative or community care oriented. We also posit that the perception of HCOs’ identity is related with members’ patient-focused behavior and organizational identification. To explore these possibilities, we surveyed a sample of 732 members from three very different HCOs: a non-profit mental health provider, a hemodialysis for-profit company, and a state-owned acute hospital. Results show that our typology of HCOs’ identity discriminates between organizations, between occupations and, more importantly, that patient-focused behaviours and organizational identification are higher when members perceive their organizations as janusian, i.e. rate their organizations high in both utilitarian and normative identities, orientations that do not usually go together. Implications for the management of janusian HCO are discussed.info:eu-repo/semantics/acceptedVersio

The influence of service climate, identity strength, and contextual ambidexterity upon the performance of public organizations

Improving the performance of public organizations has become a major concern among researchers and managers, rendering the search for the factors that distinguish the best performers a fundamental endeavor. Despite the abundant empirical research conducted about this topic, there are still inconsistencies in how management and other organizational elements determine organizational performance, calling for more theory-oriented research. In this paper, we join this line of reasoning and suggest that service climate, organizational identity strength, and contextual ambidexterity, variables coming from very different theoretical traditions, predict the performance of public organizations, as perceived by their members. In order to test this proposition, we surveyed a sample of 618 civil servants working for two different organizations. In this survey, we included measures of the three predictors (service climate, organizational identity strength, and contextual ambidexterity) and the variable of interest (organizational performance). Using hierarchical regression analysis, we found evidence supporting a positive relationship between organizational performance and service climate, identity strength, and especially, contextual ambidexterity, with some differences between the two organizations regarding the intensity of these relationships. Besides contributing to broadening the discussion about the antecedents of public organizations’ performance, this study also supports the validity of the three theoretical perspectives. Considering the management of public organizations, our study challenges managers to play a fundamental role in orchestrating routines and work practices that allow configuration of the most relevant organizational capacities leading to better performance.info:eu-repo/semantics/publishedVersio