¿cuestión de grado? por qué algunas de las mejores empresas para trabajar en españa son mejores que otras

  1. Francisco Jesús Ferreiro-Seoane
  2. Celestino García Arias
Revista:
Universia Business Review

ISSN: 1698-5117

Ano de publicación: 2018

Número: 58

Páxinas: 52-90

Tipo: Artigo

DIALNET GOOGLE SCHOLAR lock_openDialnet editor

Outras publicacións en: Universia Business Review

Resumo

Many national and international rankings select a subset of companies within a country or a set of worldwide international companies as the best to work for. Despite this homogenization, the scores they are assigned by these indexes and from which their positions in the rankings are established, are not equal. In this investigation, we try to establish whether the differences among the punctuations of the best companies to work for in Spain could be explained by certain contextual factors. An econometric model has been estimated in order to ascertain whether the nationality/economic-cultural area of origin, the autonomous community where the headquarters are based (for both factors, either through mechanisms of standardization or through local adjustment), the company size (either through structural flexibility or resources availability), stock exchange listing (through constraints forced on companies by both the property structure and the time-horizons derived from being listed), and the industry can all explain those differences. Results show that companies scores (1) tend to increase as a function of size and of stock exchange listing, (2) vary across autonomous communities, and (3) do not differ neither across nation/economic-cultural areas of incorporation nor across different sector of activity

Referencias bibliográficas

  • Amossé, T., Bryson, A., Forth, J. y Petit, H. (2016). Managing and working in Britain and France: An introduction. En T. Amossé, A. Bryson, J. Forth y H. Petit (Eds.), Comparative workplace employment relations. An analysis of practice in Britain and France (pp. 1–26). Londres: Palgrave MacMillan.
  • Ballou, B., Godwin, N. H. y Shortridge, R. T. (2003). Firm value and employee attitudes on workplace quality. Accounting Horizons, 17(4), 329–341.
  • Bernardi, R. A., Bosco, S. M. y Vassill, K. M. (2006). Does female representation on boards of directors associate with Fortune’s “100 Best Companies to Work for” list? Business and Society, 45(2), 235–248.
  • Carvalho, A. y Areal, N. (2016). Great places to work: Resilience in times of crisis. Human Resource Management, 55(3), 479–498.
  • Conway, N., Deakin, S., Komzelmann, S., Petit, H., Rebérioux, A. y Wilkinson, F. (2008). The influence of stock market listing on human resource management: Evidence for France and Britain. British Journal of Industrial Relations, 46(4), 632–673.
  • Ferner, A. (1997). Country of origin effects and HRM in multinational companies. Human Resource Management Journal, 7(1), 19–37.
  • Fields, D., Chan, A. y Akhtar, S. (2002). Organizational context and human resource management strategy: A structural equation analysis of Hong Kong firms. International Journal of Human Resource Management, 11(2), 264–277.
  • Filbeck, G. y Preece, D. (2003). Fortune’s Best 100 Companies to Work for in America: Do they work for shareholders? Journal of Business Finance y Accounting, 30(5-6), 771–797.
  • Fried y. y Ferris, G. R. (1987). The validity of the job characteristics model: A review and meta-analysis. Personnel Psychology, 40(2), 287–322. https://doi.org/10.1111/j.1744-6570.1987.tb00605.x
  • Fulmer, I. S., Gerhart, B. y Scott, K. S. (2003). Are the 100 Best better? An empirical investigation of the relationship between being a “Great Place to Work” and firm performance. Personnel Psychology, 56(4), 965–993.
  • Gallie, D. (2007). Production regimes and the quality of employment in Europe. Annual Review of Sociology, 33(1), 85–104. https://doi.org/10.1146/annurev.soc.33.040406.131724
  • Hinkin, T. R. y Tracey, J. B. (2010). What makes it so great? An analysis of human resources practices among Fortune’s Best Companies to Work for. Cornell Hospitality Quarterly, 51(2), 158–170.
  • Ibrahim, H. I. y Shah, K. A. M. (2013). Effects of organizational characteristics factors on the implementation of strategic human resource practices: Evidence from malaysian manufacturing firms. ECONOMIA. Seria MANAGEMENT, 16(1), 5-24.
  • Jackson, S. y Schuler, R. S. (1995). Understanding human resource management in the context of organizations and their environments. Annual Review of Psychology, 46, 237–264.
  • Joo, B. K. y McLean, G. N. (2006). Best employer studies: A conceptual model from a literature review and a case study. Human Resource Development Review, 5(2), 228–257.
  • Joyce, K. E. (2003). Lessons for employers from Fortune’s “100 best”. Business Horizons, 46(2), 77–84.
  • Kok, J. de y Uhlaner, L. M. (2001). Organization context and human resource management in the small firm. Small Business Economics, 17(4), 273–291. https://doi.org/10.1023/A:1012238224409
  • Kortekaas, F. (2007). HRM, organizational performance and the role of firm size (Master’s thesis). Erasmus School of Economics, Rotterdam.
  • Lenaghan, J. A. y Eisner, A. B. (2006). Employers of choice and competitive advantage: The proof of the pudding is in the eating. Journal of Organizational Culture, Communications and Conflict, 10(1), 99–109.
  • Little, B. y Little, P. (2006). Employee engagement: Conceptual issues. Journal of Organizational Culture, Communications and Conflict, 10(1), 111–120.
  • Liu, W. (2004). The cross national transfer of HRM practices in MNCs: An integrative research model. International Journal of Manpower, 25(6), 500–517. https://doi.org/10.1108/01437720410560415
  • Morgan, J. (2014). The future of work. Attract new talent, build better leaders, and create a competitive organization. Hoboken, NJ: Wiley.
  • Paawee, J. y Boselie, P. (2007). HRM and societal embeddedness. En P. Boxall, J. Purcell y P. Wright (Eds.), The Oxford Handbook of Human Resource Management (pp. 166–184). Oxford: Oxford Univerity Press.
  • Pagano, M., Panetta, F. y Zingales, L. (1998). Why do companies go public? An empirical analysis. The Journal of Finance, LIII(1), 27–64.
  • Perraudin, C., Petit, H. y Rebérioux, A. (2008). The stock market and human resource management: Evidence from a survey of French establishments. Recherches économiques de Louvain, 74(4), 541–581.
  • Quintanilla, J. y Ferner, A. (2003). Multinationals and human resource management: Between global convergence and national identity. The International Journal of Human Resource Management, 14(3), 363–368.
  • Romero, E. J. (2004). Are the great places to work also great performers? Academy of Management Perspectives, 18(2), 150–152.
  • Schwartz, T. (2011). The twelve attributes of a truly great place to work. Harvard Business Review. Recuperado de https://hbr.org/2011/09/the-twelve-attributes-of-a-tru.html.
  • Simon, D. H. y DeVaro, J. (2006). Do the best companies to work for provide better customer satisfaction? Managerial and Decision Economics, 27(8), 667–683.
Fonte de datos: Dialnet