Contratos idiosincrásicos en la atracción y retención del talento: tres estudios en organizaciones intensivas en conocimiento de la Argentina

Authors

  • Guillermo Enrique Dabos Director del Master en Administración de Negocios y Doctorado en Administración, Facultad de Ciencias Económicas, UNICEN, Tandil, Buenos Aires, Argentina. Profesor, Departamento de Administración, Universidad de San Andrés, Victoria, Buenos Aires, Argentina
  • Andrea Gabriela Rivero Profesora a tiempo completo, Facultad de Ciencias Económicas, UNICEN, Tandil, Buenos Aires, Argentina

DOI:

https://doi.org/10.1016/S0123-5923(12)70002-5

Keywords:

Contratos idiosincrásicos, Relación empleado-organización, Organizaciones intensivas en conocimiento

Abstract

Este documento examina la presencia de términos idiosincrásicos en los contratos de trabajo celebrados por organizaciones intensivas en conocimiento de la Argentina. Se utilizan datos provenientes de tres estudios independientes realizados en ámbitos diferentes: directivos de empresas líderes en el marco de un executive MBA, empleados altamente calificados del sector software y servicios informáticos, e investigadores pertenecientes a una prestigiosa institución científico-tecnológica. Los resultados informan sobre la creciente presencia de términos idiosincrásicos en los contratos laborales negociados por estos trabajadores del conocimiento, así como también sobre el momento, contenido y alcance de la negociación. Finalmente, se discute el impacto de los contratos idiosincrásicos en el marco de la gestión estratégica de recursos humanos y se presentan las implicancias teórico-prácticas asociadas a su implementación efectiva.

Downloads

Download data is not yet available.

Author Biographies

  • Guillermo Enrique Dabos, Director del Master en Administración de Negocios y Doctorado en Administración, Facultad de Ciencias Económicas, UNICEN, Tandil, Buenos Aires, Argentina. Profesor, Departamento de Administración, Universidad de San Andrés, Victoria, Buenos Aires, Argentina
  • Andrea Gabriela Rivero, Profesora a tiempo completo, Facultad de Ciencias Económicas, UNICEN, Tandil, Buenos Aires, Argentina

References

Anand, S., Vidyarthi, P. R., Liden, R. C., & Rousseau, D. M. (2010). Good citizens in poor-quality relationships: idiosyncratic deals as a substitute for relationship quality. Academy of Management Journal, 53, 970-988.

Arthur, M. B., & Rousseau, D. M. (1996). The boundaryless career: a new employment principle for a new organizational era. New York: Oxford University Press.

Bagarozzi, D. A. (1982). The effects of cohesiveness on distributive justice. Journal of Psychology, 110, 267-273.

Barley, S. R., & Kunda, G. (2006). Contracting: a new form of professional practice. Academy of Management Perspectives, 20, 45-66.

Bartol, K. M., & Martin, D. C. (1989). Effects of dependence, dependency threats, and pay secrecy on managerial pay allocations. Journal of Applied Psychology, 74, 105-113.

Bloom, M. C., & Milkovich, G. T. (1996). Issues in managerial compensation research. En C. L. Cooper, D. M. Rousseau (Eds.), Trends in Organizational Behavior, 3 (p. 23-47). New York: Wiley.

Bloom M. C., & Milkovich, G. T. (1998). Relationships among risk, incentive pay, and organizational performance. Academy of Management Journal, 41, 283-297.

Broschak, J. B., & Davis-Blake, A. (2006). Mixing standard work and nonstandard deals: the consequences of heterogeneity in employment arrangements. Academy of Management Journal, 49, 371-393.

Calderón, G., Naranjo, J. C., & Álvarez, C. M. (2007). La gestión humana en Colombia: características y tendencias de la práctica y de la investigación. Estudios Gerenciales, 23(103), 39-64.

Cappelli, P. (1999). The new deal at work: managing the market-driven workforce. Boston: Harvard Business School Press.

Cappelli, P. (2000). A market-driven approach to retaining talent. Harvard Business Review, 78, 103-111.

Cappelli, P. (2001). Why is it so hard to find information technology workers? Organizational Dynamics, 30, 87-99.

DeGroot, T., & Kiker, D. S. (2003). A meta-analysis of the non-monetary effects of employee health management programs. Human Resource Management, 42, 53-69.

Drucker, P. F. (2002). They're not employees, they're people. Harvard Business Review, 80, 70-77.

Edmunds, H. (1999). The focus group research handbook. American Marketing Association. Chicago: McGraw-Hill.

Elvira, M. M. (2001). Pay me now or pay me later: analyzing the relationship between bonus and promotion incentives. Work and Occupations, 28, 346-370.

Farber, H. S., & Western, B. (2000). Round up the usual suspects: the decline of unions in the private sector, 1973-1998. Princeton University IRS Working Paper N.° 437. Disponible en: http://ssrn.com/abstract=229810 or doi:10.2139/ssrn.229810.

Feldman, M. S., & Pentland, B. T. (2003). Reconceptualizing organizational routines as a source of flexibility and change. Administrative Science Quarterly, 48, 94-120.

Florida, R. (1995). Toward the learning region. Futures, 27, 527-536.

Florida, R. (2002). The rise of the creative class: and how it's transforming work, leisure, community and everyday life. New York: Basic Books.

Foa, U. G., & Foa, E. B. (1974). Societal structures of the mind. Oxford: Charles C. Thomas.

Frank, R. H. (1985). Choosing the right pond: human behavior and the quest for status. New York: Oxford University Press.

Freeman, R. B., & Rogers, J. (1999). What workers want. Ithaca: Cornell University Press.

Gómez Mejía, L. R., & Balkin, D. B. (1989). Effectiveness of individual and aggregate compensation strategies. Industrial Relations, 28, 431-445.

Graen G. B., & Scandura, T. A. (1987). Toward a psychology of dynamic organizing. Research in Organizational Behavior, 9, 175-208.

Greenberg, D., & Landry, E. M. (2011). Negotiating a flexible work arrangement: how women navigate the influence of power and organizational context. Journal of Organizational Behavior, 32, 1163-1188.

Greenberg, J., Roberge, M. E., Ho, V. T., & Rousseau, D. M. (2004). Fairness in idiosyncratic work arrangements: justice as an i-deal. En J. J. Martocchio (Ed.), Research in Personnel and Human Resources Management, vol. 23, (p. 1-34). Oxford: JAI Press/Elsevier Science.

Guzmán, A., & Trujillo, M. A. (2011). Políticas de incentivos relacionadas con la investigación: una revisión crítica desde la teoría de los contratos. Estudios Gerenciales, 27(120), 127-145.

Hornung, S., Rousseau, D. M., & Glaser, J. (2008). Creating flexible work arrangements through idiosyncratic deals. Journal of Applied Psychology, 93, 655-664.

Hornung, S., Rousseau, D. M., & Glaser, J. (2009). Why supervisors make idiosyncratic deals. Journal of Managerial Psychology, 24, 738-764.

Hornung, S., Rousseau, D. M., Glaser, J., & Weigl, M. (2010). Beyond top-down and botton-up work redesign: customizing job content through idiosyncratic deals. Journal of Organizational Behavior, 31, 187-215.

Kalleberg, A. L. (2000). Nonstandard employment relations: part-time, temporary and contract work. Annual Review of Sociology, 26, 341-365.

Klein, K. J., Berman, L. M., & Dickson, M. W. (2000). May I work part time? An Exploration of predicted employer responses to employee requests for part time work. Journal of Vocational Behavior, 57, 85-101.

Kotler, F., & Armstrong, G. (2001). Marketing. México: Pearson Educación.

Lai, L., Rousseau, D. M., & Chang, K. T. (2009). Idiosyncratic deals: coworkers as interested third parties. Journal of Applied Psychology, 94, 547-556.

Lawler, E. E. III, & Finegold, D. (2000). Individualizing the organization: past, present and future. Organizational Dynamics, 29, 1-15.

Lazear, E. P. (1981). Agency, earnings profiles, productivity, and hours restrictions. American Economic Review, 71, 606-620.

Lee, M. D., MacDermid, S. M., & Buck, M. L. (2000). Organizational paradigms of reduced-load work: accommodation, elaboration, and transformation. Academy of Management Journal, 43, 1211-1226.

Lindlof, T. R., & Taylor, B. C. (2002). Qualitative communication research methods (2nd ed.). Thousand Oaks: Sage.

Miner. A. S. (1987). Idiosyncratic jobs in formalized organizations. Administrative Science Quarterly, 32, 327-351.

Ng, T. W., & Feldman, D. C. (2010). Idiosyncratic deals and organizational commitment. Journal of Vocational Behavior, 76, 419-427.

O'Mahony, S., & Bechky, B. A. (2006). Stretchwork: managing career progression paradox in external labor markets. Academy of Management Journal, 49, 918-941.

Osorio, D. B. (2010). La conciliación de la vida familiar y laboral: un reto acuciante en la gestión empresarial. Estudios Gerenciales, 26(115), 65-78.

Perlow, L. A. (1997). Finding time: how corporations, individuals and families can benefit from new work practices. Ithaca: Cornell University Press.

Rosen, S. (1981). The economics of superstars. American Economic Review, 71, 845-858.

Rousseau, D. M. (1995). Psychological contracts in organizations: understanding written and unwritten agreements. Thousand Oaks: Sage.

Rousseau, D. M. (2000). Psychological contract inventory. (Technical report N. 2000- 02). The Heinz School of Public Policy and Management, Carnegie Mellon University.

Rousseau, D. M. (2001). The idiosyncratic deal: flexibility versus fairness. Organizational Dynamics, 29, 260-273.

Rousseau, D. M. (2004). Under the table deals: preferential, unauthorized or idiosyncratic? En R. W. Griffin & A. M. O'Leary-Kelly (Eds.), The dark side of organizational behavior. San Francisco: Jossey-Bass.

Rousseau, D. M. (2005). I-deals: idiosyncratic deals employees bargain for themselves. New York: M. E. Sharpe.

Rousseau, D. M., Ho, V. T., & Greenberg, J. (2006). I-deals: idiosyncratic terms in employment relationships. Academy of Management Review, 31, 977-994.

Rousseau, D. M., Hornung, S., & Kim, T. G. (2009). Idiosyncratic deals: testing propositions on timing, content, and the employment relationship. Journal of Vocational Behavior, 74, 338-348.

Rousseau, D. M., & Schalk, R. (2000). Psychological contracts in employment: cross-national perspectives. Newbury Park: Sage.

Shapiro, M., Ingols, C., O'Neill, R., & Blake-Beard, S. (2009). Making sense of women as career self-agents: implications for human resource development. Human Resource Development Quarterly, 20, 477-501.

Shore, L. M., Tetrick, L. E., Taylor, M. S., Coyle-Shapiro, J. A. M., Liden, R. C., Parks, J. M., Morrison, E. W., Porter, L. W., Robinson, S. L., Roehling, M. V., Rousseau, D. M., Schalk, R., Tsui, A. S., & Van Dyne, L. (2004). The employee-organization relationship: a timely concept in a period of transition. En J. J. Martocchio (Ed.), Research in personnel and human resources management, vol. 23, (p. 291-370). Oxford: JAI Press/Elsevier Science.

Sorauren, I. F. (2000). Non-monetary incentives: Do people work only for money? Business Ethics Quarterly, 10, 925-944.

Thornthwaite, L. (2004). Working time and work-family balance. A review of employees' preferences. Asia Pacific Journal of Human Resources, 42, 166-184.

Vroom, V. H. (1964). Motivation and work. New York: Wiley.

Wrzesniewski, A., & Dutton, J. E. (2001). Crafting a job: revisioning employees as active crafters of their work. Academy of Management Review, 26, 179-201.

Published

2012-11-21

Issue

Section

Research articles

How to Cite

Contratos idiosincrásicos en la atracción y retención del talento: tres estudios en organizaciones intensivas en conocimiento de la Argentina. (2012). Estudios Gerenciales, 28(125), 3-12. https://doi.org/10.1016/S0123-5923(12)70002-5