Abstract
Objective – The objective was to measure and to evaluate the construct “sense of commitment”, to insert it in the activities of Human Resources Management (HRM). Design/methodology/approach – The used methods were interviews, mathematic modeling, and statistical correlation. Findings – As the results, mathematical models were obtained and used to process the application of instruments with theoretical support related to the studied construct, as well as its validation for the socio-cultural particulars of Cuban companies’ employees, along with its conceptual insertion in the activities of HRM for its planning and strategic management control. Practical implications – Insertion of the “sense of commitment” in the HRM activities of the company, considering its planning and strategic management control. Contributions – The measurement of the “sense of commitment”, technically inserting it in the planning and control of the HRM activities in the company.
Highlights
Related to the human resources management in the company, the contemporary scientific literature highlights the concern with the success of a high sense of commitment of employees regarding the organization, both considering the humanistic component of them being socially implicated or belonging to a community, as well as the economic component of them being associated to the increase of work productivity or to the high performance (Beer, 2009; Boxall & Macky, 2009; Boston Consulting Group [BCG]& World Federation of People Management Associations [WFPMA], 2010; Drucker, 1999; Montoya Monsale, & Montoya Naranjo, 2012; Picart, 2012; Schaufeli, Bakker, & Van Rhenen, 2009)
In the investigative experience attained by the author within the scope of human resources management (HRM) in the company, the sense of commitment, work-related competences, leadership, satisfaction, perception of perspectives were regarded as intangible assets (Cuesta Santos, 2010, 2011; Cuesta Santos & Valencia Rodriguez, 2010)
In the Human Resources Management (HRM) model developed by Michael Beer and the collaborators of the Harvard Business School (Beer, Spector, Lawrence, Mills, &Walton, 1985), four fundamental results to attain are highlighted, and one of them is the “commitment” of the employees
Summary
Related to the human resources management in the company, the contemporary scientific literature highlights the concern with the success of a high sense of commitment of employees regarding the organization, both considering the humanistic component of them being socially implicated or belonging to a community, as well as the economic component of them being associated to the increase of work productivity or to the high performance (Beer, 2009; Boxall & Macky, 2009; Boston Consulting Group [BCG]& World Federation of People Management Associations [WFPMA], 2010; Drucker, 1999; Montoya Monsale, & Montoya Naranjo, 2012; Picart, 2012; Schaufeli, Bakker, & Van Rhenen, 2009)In the worldwide survey jointly reported in 2010 by the Boston Consulting Group (BCG) and the World Federation of People Management Association (WFPMA), comprising a total of 109 countries, four topics were highlighted as the most critical in regard to human resources: talent management, leadership development improvement, employees’ commitment reinforcement, and strategic human resources planning (BGC& WFPMA, 2010).In the investigative experience attained by the author within the scope of human resources management (HRM) in the company, the sense of commitment, work-related competences, leadership, satisfaction, perception of perspectives were regarded as intangible assets (Cuesta Santos, 2010, 2011; Cuesta Santos & Valencia Rodriguez, 2010). The HRM model the author developed in 2005, applied to companies with the aim of strategically diagnosing, planning and controlling such management (Cuesta Santos, 2010, 2012), had as one of the results to attain the increase of the employees’ sense of commitment, considered as the most important one. Measuring and evaluating such intangible asset in companies were considered a problem to solve, in order to relate it to the strategic HRM planning and to strategic management control. This article has the aim of reflecting the results of an investigation in companies, regarding the measurement of the employees’ sense of commitment, relating it to the high performance, with the subsequent aim of planning the HRM activities, and of designing the strategic management control
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