Abstract
The purpose of the study has been to differentiate the importance of the high-performance work systems (HPWS) effects, for dimensions, in the performance of sales representatives of pharmaceutical companies in Chiclayo having affective commitment and human capital as mediation variables. HPWS have a significant effect on development through human capital, but not with affective commitment. However, there are HPWS’ subdimensions that affect development through the “motivational path” (training, performance assessment and empowerment practices) which also affect in a considerable way through human capital. An activity that also affects performance through human capital significantly is the compensations and incentives one.
Highlights
IntroductionThe activities of the human talent area, known as high-performance work systems (HPWS), have a decisive impact on organizational performance, which is associated with the purposes of the company (Huselid, 1995; Combs, Liu, Hall, & Ketchen, 2006; Combs, Liu, Hall, & Ketchen, 2006)
The activities of the human talent area, known as high-performance work systems (HPWS), have a decisive impact on organizational performance, which is associated with the purposes of the company (Huselid, 1995; Combs, Liu, Hall, & Ketchen, 2006; Combs, Liu, Hall, & Ketchen, 2006).Sales representatives of pharmaceutical companies in Chiclayo face little support from the people involved with the human talent teams, who work in the city of Lima, where the company's activities are centralized
The one referring to HPWS was .031; .000 with affective commitment; the same with human capital; and .019 has been the value alluding to performance
Summary
The activities of the human talent area, known as high-performance work systems (HPWS), have a decisive impact on organizational performance, which is associated with the purposes of the company (Huselid, 1995; Combs, Liu, Hall, & Ketchen, 2006; Combs, Liu, Hall, & Ketchen, 2006). Sales representatives of pharmaceutical companies in Chiclayo face little support from the people involved with the human talent teams, who work in the city of Lima, where the company's activities are centralized. There is a noticeable imbalance between the treatment received by those working in Lima and that given to sales representatives in the capital city. This situation is expressed by a sales team leader of a pharmaceutical company in Chiclayo (personal communication, October 29, 2019). There are HPWS in Peruvian pharmaceutical companies and these have an effect on sales teams; the lack of proximity to sales representatives in Chiclayo is an aspect that could lead to a detriment of their skills and involvement, in addition to diminishing the contribution of each representative in this city
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