Open AccessPurpose: Considering inconsistent results in the literature about the HRM-performance relationship, this study discusses the association between both variables from a process perspective. To do so, the paper proposes a theoretical model that differentiates between the intended double fit (vertical and horizontal fit) and the real fit achieved in the HR practices implementation, considering employees’ perceptions about the HRM system as a determinant factor to explain the success of HR practices.
Design/methodology/approach: The research presents a theoretical review combining diverse fields of strategic human resource management research (fit perspective and system strength construct).
Findings: The paper concludes with an alternative theoretical model that explains the relationship between the link between human resources and organizational performance, introducing employees’ perceptions on the HRM system as a mediating variable.
Practical implications: Conclusions show the importance of the organizational communication in HRM processes, the role played by HR managers and the usefulness of the system strength as a tool to assess the fit of the implemented HRM strategy. Originality/value: Considering these assumptions, this proposal contributes to explain the effects of HRM strategies on organizational performance in three aspects: (1) the inclusion of employees’ perceptions about the HRM system as a mediating variable between HRM strategies and organizational performance, (2) the integration in the same study the HRM strategy formulation and implementation and (3) the introduction of the system strength construct as a tool to assess vertical and horizontal alignment in the HRM implementation phase.
Purpose: Considering inconsistent results in the literature about the HRM-performance relationship, this study discusses the association between both variables from a process perspective. To do so, the paper proposes a theoretical model that differentiates between the intended double fit (vertical and horizontal fit) and the real fit achieved in the HR practices implementation, considering employees’ perceptions about the HRM system as a determinant factor to explain the success of HR practices.
Design/methodology/approach: The research presents a theoretical review combining diverse fields of strategic human resource management research (fit perspective and system strength construct).
Findings: The paper concludes with an alternative theoretical model that explains the relationship between the link between human resources and organizational performance, introducing employees’ perceptions on the HRM system as a mediating variable.
Practical implications: Conclusions show the importance of the organizational communication in HRM processes, the role played by HR managers and the usefulness of the system strength as a tool to assess the fit of the implemented HRM strategy. Originality/value: Considering these assumptions, this proposal contributes to explain the effects of HRM strategies on organizational performance in three aspects: (1) the inclusion of employees’ perceptions about the HRM system as a mediating variable between HRM strategies and organizational performance, (2) the integration in the same study the HRM strategy formulation and implementation and (3) the introduction of the system strength construct as a tool to assess vertical and horizontal alignment in the HRM implementation phase.
Objeto: Partiendo de los resultados inconsistentes que la literatura ha mostrado acerca de la relación entre el rendimiento organizativo y la dirección de recursos humanos, este estudio discute la asociación entre ambas variables desde una perspectiva de proceso. Para ello, diferenciaremos entre el doble ajuste definido (vertical y horizontal) y el realmente alcanzado en la etapa de implantación de las prácticas.
Diseño/metodología: La investigación presenta una revisión teórica de varios campos de la literatura en materia de dirección de recursos humanos (perspectiva del doble ajuste y la fortaleza del sistema de gestión).
Aportaciones y resultados: el artículo concluye con la propuesta de un modelo teórico alternativo que explica la relación entre la función de recursos humanos y en desempeño organizativo, introduciendo las percepciones de los empleados acerca del sistema de gestión como variable mediadora.
Implicaciones prácticas: Las conclusiones apuntan a la importancia de la comunicación organizativa en los procesos de RRHH, el papel del responsable de recursos humanos y el uso de la fortaleza del sistema de gestión como una herramienta de evaluación del ajuste de la estrategia implantada.
Valor añadido: Este estudio contribuye a explicar los efectos de la estrategia de recursos humanos sobre los resultados organizativos poniendo énfasis en tres aspectos: (1) la consideración las percepciones de los trabajadores acerca del sistema de gestión de recursos humanos como una variable mediadora entre las estrategias de recursos humanos y el rendimiento, (2) la integración en un mismo estudio de las fases de formulación e implantación de la estrategia de recursos humanos y, (3) la introducción del constructo fortaleza del sistema de gestión de recursos humanos como una herramienta de valoración del ajuste vertical y horizontal en la fase de implantación.