Abstract
The aim of this paper is double. First, it provides a conceptual framework and modelling of the relationship between human resource management (HRM) systems and non-based-knowledge firms. Second, using survey data on 1.518 Catalan firms (in Spain, with capital in Barcelona), the paper: 1) identify two system of HRM (in progress HRM system and non-HRM developed system); 2) build a causal model of determinants of HRM systems; and 3) describe the association links between in progress HRM system and firm’s performance. Using factor and cluster analysis, we find that only one-third of firms use in progress HRM system. Using logit binomial analysis, we find that features which are structural, technological, strategic, organisational and performance-related explain the adoption of in progress HRM system. Finally, using association analysis, we find that firms that adopt in progress HRM system: 1) are more internationalised and show greater ability to adapt to the changing environment, to innovate and to collaborate; 2) focus on product/service differentiation strategy enhancing quality; 3) apply a greater degree of new forms of work organization; 4) have more technological equipment and use IT more intensively; and 5) invest more in training their employees, than firms with non-HRM system developed.
Highlights
In the transition process towards a global knowledgebased economy, characterised, among other features, by the interaction between information technologies (IT), new forms of work organisation, knowledge management, new competence needs and the reformulation of labour relations, human resources management (HRM) is shaping up as a determining element in the firms’ competitiveness [1,2,3,4,5,6]
The data obtained from a representative sample of 1518 companies from Catalonia (Spanish region, whose capital is Barcelona) are extremely useful, firstly, due to the fact that we can compare the degree to which Human Resource Management (HRM) systems are implemented throughout an entire productive network, with all types of private pro
We will observe the link between in progress HRM system and the firm’s characteristics which the literature has considered to be decisive for organisational innovation performance [15,39,44]: firm size, sector affiliation, business group membership, performance in international markets, networks for innovation collaboration, strategy, culture, labour flexibility, IT and new forms of work organisation. This analysis will allow us to contrast the third hypothesis: Hypothesis 3: Firms that adopt in progress HRM system: 1) are more internationalised and show greater ability to adapt to the changing environment, to innovate and to collaborate; 2) focuses product/service differentiation strategy enhancing quality; 3) apply a greater degree of new forms of work organization; 4) have more technological equipment and use IT more intensively; and 5) invest more in training their employees, than firms with non-HRM system developed
Summary
In the transition process towards a global knowledgebased economy, characterised, among other features, by the interaction between information technologies (IT), new forms of work organisation, knowledge management, new competence needs and the reformulation of labour relations, human resources management (HRM) is shaping up as a determining element in the firms’ competitiveness [1,2,3,4,5,6]. The overall productive network in Catalonia has certain specific features, with smaller-sized companies, low intensively use of technology and knowledge, low innovation performance, low level of job training, a deficient level of IT use, and serious problems of efficiency and competitiveness [18] This non-based-knowledge firm’s feature is the situation in other world regions; the results obtained from this analysis may be valid to describe the sources of competitive advantage related to HRM in other areas or business groups. It provides a conceptual framework and modelling of the relationship between human resource management (HRM) systems and non-based-knowledge firms. It is to find which types of HRM systems can be adopted by Catalan firms and to establish their determinants. We analyse the characteristics of the firms that adopt in progress HRM system, and summarize results that make a link between dimensions of business performance and system of in progress HRM
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