La relación entre la formalización de la función de recursos humanos y la intensidad de las prácticas de gestión de recursos humanos en las PYMEs: Un estudio empírico en Sri Lanka

[SPA] Human resource management (HRM) intensity is important for any type of business in which human resources play a vital role. However, little is known about HRM intensity in the context of small and medium-sized enterprises (SMEs). The aim of this study is to investigate the relationship between the formalization of HRM function and HRM intensity. The sample of the study consists of mediumsized enterprises operating in Sri Lanka. The results show that although the formalization of HRM function is low, HRM intensity is high. The findings also show that higher levels of formalization lead to a greater intensity in HRM practices. [ENG] La intensidad de las prácticas de gestión de recursos humanos (GRH) es importante para cualquier tipo de empresa en la que las personas desempeñen un papel vital. Sin embargo, poco se sabe sobre la intensidad de las prácticas de GRH en el contexto de las pequeñas y medianas empresas (PYMEs). El objetivo de este estudio es investigar la relación entre la formalización de la función de recursos humanos y la intensidad de las prácticas de GRH. Sobre la base de una muestra de PYMEs que operan en Sri Lanka, los resultados muestran que, aunque la formalización de la función de recursos humanos es baja, la intensidad de las prácticas de GRH es alta, señalando que un mayor nivel de formalización conlleva una mayor intensidad en las prácticas de GRH

Differences in organizational factors by lean duration

The aim of this paper is to explore whether employees' perceptions towards perceived organizational support and participate decision-making vary by lean duration (i.e., the duration of lean production in operation), and whether managers' perceptions towards propensity for participate decision-making vary by the lean duration. For the study, quantitative research methodology was used and data was collected from 616 shop-floor employees and 129 middle level managers engaged full-time in export-apparel manufacturing firms that have implemented lean production systems in Sri Lanka. It was found that participate decision-making and propensity for participate decision making significantly differ by the duration of lean production in operation