Un análisis empírico de las competencias directivas necesarias en la identificación de los empleados clave
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Publicado
18-09-2018
Natalia García Carbonell
Fernando Martín Alcázar
Gonzalo Sánchez Gardey
Resumen
El presente estudio analiza empíricamente de qué forma la composición de capital humano de los equipos directivos favorece el desarrollo de una de las fases más relevantes en la formulación de la estrategia de recursos humanos: la identificación de los empleados clave. Basándonos en las recientes llamadas de atención en la literatura en dirección de recursos humanos, este estudio parte de una perspectiva de 'proceso' frente al clásico análisis de 'contenido', con el fin de ir un paso más allá en la dinámica interna de estos procesos estratégicos. La aplicación del análisis de ecuaciones estructurales a través del procedimiento Partial Least Squares (PLS) sobre una muestra de 120 empresas españolas, reveló que la identificación de recursos humanos críticos requiere de habilidades cognitivas mixtas, tanto racionales como creativas, para completar eficientemente cada una de las etapas del proceso. Consecuentemente, la combinación de estas competencias se alcanzará en entornos de trabajo de carácter colectivista, favoreciendo la toma de decisiones cooperativa y colaborativa. En este contexto, el responsable de recursos humanos participará enriqueciendo con su poder experto las actividades más técnicas del proceso, para posteriormente integrar la información de recursos humanos en el proceso de deliberación estratégica con el resto de miembros del equipo. Asimismo, estos resultados ponen de manifiesto interesantes implicaciones profesionales relacionadas con la presencia de diversidad cognitiva de los equipos de alta dirección.
Cómo citar
García Carbonell, N., Martín Alcázar, F., & Sánchez Gardey, G. (2018). Un análisis empírico de las competencias directivas necesarias en la identificación de los empleados clave. Cuadernos De Gestión, 16(1), 109–124. https://doi.org/10.5295/cdg.140463ng
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Keywords
Capital humano, equipos directivos, habilidades cognitivas, valores, identificación empleados clave
References
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Stevens, G. W., 2013. A critical review of the science and practice of competency modeling. Human Resource Development Review, 12 (1), pp. 86-107.
Tourangeau, R., Rasinski, K. y D’Andrade, R., 1991. Attitude structure and belief accessibility. Journal of Experimental Social Psychology, 27 (1), pp. 48-75.
Vance, A., Elie–Dit–Cosaque, C. y Straub, D.W., 2008. Examining trust in information technology artifacts: the effects of system quality and culture. Journal of Management Information Systems, 24 (4), pp. 73-100.
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Yang, B.C., Wu, B.E., Shu, P.G. , Yang, M.H., 2006. On establishing the core competency identifying model: A value activity and process oriented approach. Industrial Management and Data System, 106 (1), pp. 60-80.
Allison, P.D., 1999. Logistic Regression using the SAS System: Theory and Application. Cary, N.C.: SAS Institute.
Armstrong, S. J., Cools, E., y Sadler-Smith, E., 2012. Role of cognitive styles in business and management: reviewing 40 years of research. International Journal of Management Reviews, 14 (3), pp. 238-262.
Barclay, D., Higgings, C., y Thompson, R., 1995. The Partial Least Squares (PLS) approach to causal modeling: personal computer adoption and use as an illustration. Technology Studies, 2 (2), pp. 285-309.
Bunderson, J. S., 2003. Team member functional background and involvement in management teams: direct effects and the moderating role of power centralization. Academy of Management Journal, 46 (4), pp. 458-473.
Caldwell, R., 2011. HR directors in UK boardrooms: a search for strategic influence or symbolic capital?. Employee Relations, 33 (1), pp. 40-63.
Chen, H.M., y Chang, W.Y., 2010. The essence of the competence concept: Adopting an organization’s sustained competitive advantage viewpoint. Journal of Management and Organization, 16 (5), pp. 677-699.
Chen, Y.-F., y Wu, T.-C., 2007. An empirical analysis of core competence for high-tech firms and traditional manufacturers. Journal of Management Development, 26 (2), pp. 159-168.
Chin, W., 2010. How to write up and reports PLS analyses. En Vinzi, V.E., Chin, W.W. Henseler, J. y Wang, H. (Eds.) Handbook of Partial Least Squares: Concepts, methods and applications, Londres: Springer, pp. 449-485.
Chin, W.W., 1998. Issues and opinion on structural equation modeling. MIS Quarterly, 22 (1), pp. 7-16.
Collings, D.G., y Mellahi, K., 2009. Strategic talent management: a review and research agenda. Human Resource Management Review, 19 (4), pp. 304-313.
Cools, E., y Van Den Broeck, H., (2007). Development and validation of the cognitive style indicator. The Journal of Psychology, 141 (4), pp. 359-387.
Diamantopoulos, A., Riefler, P., y Roth, K.P., 2008. Advancing formative measurement models. Journal of Business Research, 61(12), pp. 1203-1218.
Doving, E., y Norhaug, O., 2010. Investing in human resource planning: an international study. Management Revue, 21 (3), pp. 293-307.
Earley, P.C., 1994. Self or group?. Cultural effects of training on self-efficacy and performance. Administrative Science Quarterly, 39 (1), pp. 89-117.
Earley, P.C., Gibson, C.B., y Chen, C.C., 1999. “How did I do?” versus “How did we do?”: cultural contrasts of performance feedback use and self-efficacy. Journal of Cross-Cultural Psychology, 30 (5), pp. 594-619.
Fowler, F.J.Jr., 2002. Survey research methods. Thousand Oaks, California: Sage Publications.
Gilmore, S., y Williams, S., 2007. Conceptualising the ‘personnel professional’: a critical analysis of the Chartered Institute of Personnel and Development’s professional qualification scheme. Personnel Review, 36 (3), pp. 398-414.
Guest, D.E., 2011. Human resource management and performance: still searching for some answers. Human Resource Management Journal, 21 (1), pp. 3-13.
Hafeez, K., y Essmail, E. A., 2007. Evaluating organization core competencies and associated personal competencies using analytical hierarchy process. Management Research News, 30 (8), pp. 530-547.
Harris, J.G, Craig, E., y Light, D.A. 2011. Talent and analytics: New approaches higher ROI. Journal of Business Strategy, 32 (6), pp. 4-13.
Hough, J. R., y Ogilvie, D., 2005. An empirical test of cognitive style and strategic decisión outcomes. Journal of Management Studies, 42 (2), pp. 417-448.
Joyce, W.F., y Slocum, J.W., 2012. Top management talent, strate- gic capabilities, and firm performance. Organizational Dynamics, 41, pp. 183-193.
Lepak, D., y Snell, S., 2002. Examining the human resource architecture: the relationships among human capital, employment, and human resource configurations. Journal of Management, 28 (4), pp. 517-543.
Liang, H., Saraf, N., Hu, Q. y Xue, Y., 2007. Assimilation of enterprise systems: the effect of institutional pressures and the mediating role of top management. MIS Quarterly, 31 (1), pp. 59-87.
Lin, N., 2001. Social capital: a theory of social structure and action. Cambridge: Cambridge University Press.
McDonnell A, Lamare, R., Gunnigle, P. y Lavelle, J. 2010. Developing tomorrow’s leaders: Evidence of global talent management in multinational companies. Journal of World Business, 45 (2), pp. 150-160.
Mirabile, R., 1997. Everything you wanted to know about competency modeling. Training and Development, 51 (8), pp. 73-77.
Nijs, S., Gallardo-Gallardo, E., Dries, N., y Sels, L., 2013. A multidisciplinary review into the definition, operationalization, and measurement of talent. Journal of World Business, 49 (2), pp. 180-191.
Nunnally, J. 1978. Psychometric Theory. Nueva York: McGraw–Hill.
Pavlou, P.A., Liang, H., y Xue, Y., 2007. Understanding and mitigating uncertainty in online exchange relationships: A principal–agent perspective. MIS Quarterly, 31 (1), pp. 105-136.
Pérez-López, C. (2005). Métodos estadísticos avanzados con SPSS. Madrid: Thomson Paraninfo.
Podsakoff, P. M., MacKenzie, S. B., Lee, J–Y., y Podsakoff, M.P., 2003. Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88 (5), pp. 879-903.
Soderquist, K. E., Papalexandris, A., Ioannou, G., y Prastacos, G., 2010. From task-based to competency-based: a typology and process supporting a critical HRM transition. Personnel Review, 39 (3), pp. 325-346.
Stevens, G. W., 2013. A critical review of the science and practice of competency modeling. Human Resource Development Review, 12 (1), pp. 86-107.
Tourangeau, R., Rasinski, K. y D’Andrade, R., 1991. Attitude structure and belief accessibility. Journal of Experimental Social Psychology, 27 (1), pp. 48-75.
Vance, A., Elie–Dit–Cosaque, C. y Straub, D.W., 2008. Examining trust in information technology artifacts: the effects of system quality and culture. Journal of Management Information Systems, 24 (4), pp. 73-100.
Wright, P. M., McMahan, G. C., McCormick, B., y Sherman, W. S., 1998. Strategy, core competence, and HR involvement as determinants of HR effectiveness and refinery performance. Human Resource Management, 37 (1), pp. 17-29.
Wright, P.M., y McMahan, G.C., 2011. Exploring human capital: putting human back into strategic human resource management. Human Resource Management Journal, 21 (2), pp. 93-104.
Yang, B.C., Wu, B.E., Shu, P.G. , Yang, M.H., 2006. On establishing the core competency identifying model: A value activity and process oriented approach. Industrial Management and Data System, 106 (1), pp. 60-80.
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