Gestión diferencial de recursos humanos: una revisión e integración de la literatura
DOI:
https://doi.org/10.1016/j.estger.2016.12.003Palavras-chave:
Diferenciación, Fuerza laboral, Recursos humanos, Gestión del talento, Capital humanoResumo
Desde finales del siglo xx, la diferenciación de la fuerza laboral emerge como un desarrollo teórico central para la gestión estratégica de recursos humanos. La diferenciación se fundamenta en el mayor valor que ciertos empleados aportan a la organización. A partir de una revisión bibliográfica sobre gestión diferencial de recursos humanos, se examinan los criterios utilizados para diferenciar y gestionar estratégicamente a distintos grupos de empleados. Como resultado, se identifican dos perspectivas dominantes que explican la base de la diferenciación, destacándose que un empleado puede ser valioso por sus características individuales o por el puesto de trabajo ocupado. De esta forma, este artículo integra ambas perspectivas, que permanecían demasiado disociadas en la literatura, y plantea nuevos interrogantes para futuras investigaciones.Downloads
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Referências
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Björkman, I., Ehrnrooth, M., Mäkelä, K., Smale, A. y Sumelius, J. (2013). Talent or not? Employee reactions to talent identification. Human Resource Management, 52(2), 195–214.
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Cappelli, P. y Keller, J. R. (2014). Talent management: Conceptual approaches and practical challenges. Annual Review of Organizational Psychology and Organizational Behavior, 1(1), 305–331.
Cascio, W. F. y Aguinis, H. (2008). Staffing twenty-first-century organizations. Academy of Management Annals, 2(1), 133–165.
Cascio, W. F. y Boudreau, J. W. (2008). Investing in People: Financial Impact of Human Resource Initiatives. Upper Saddle River, NJ: FT Press.
Collings, D. G. y Mellahi, K. (2009). Strategic talent management: A review and research agenda. Human Resource Management Review, 19(4), 304–313.
Coyle-Shapiro, J. A. y Conway, N. (2005). Exchange relationships: Examining psychological contracts and perceived organizational support. Journal of Applied Psychology, 90(4), 774–781.
Da Silva, D. (2008). An HR architectures approach to understanding new forms of international staffing. Academy of Management Proceedings, 2008(1), 1–7.
Dabos, G. E. y Rousseau, D. M. (2004). Mutuality and reciprocity in the psychological contracts of employees and employers. Journal of Applied Psychology, 89(1), 52–72.
Davis-Blake, A. y Uzzi, B. (1993). Determinants of employment externalization: A study of temporary workers and independent contractors. Administrative Science Quarterly, 38(2), 195–223.
Delery, J. E. (1998). Issues of fit in strategic human resource management: Implications for research. Human Resource Management Review, 8(3), 289–309.
Delery, J. E. y Doty, D. H. (1996). Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions. Academy of Management Journal, 39(4), 802–835.
DeNisi, A., Hitt, M. y Jackson, S. (2003). The knowledge-based approach to sustainable competitive advantage. En S. Jackson, A. DeNisi, y M. Hitt (Eds.), Managing knowledge for sustained competitive advantage: Designing strategies for effective human resource management (pp. 3–36). San Francisco, CA: Jossey-Bass.
Dries, N. (2013). The psychology of talent management: A review and research agenda. Human Resource Management Review, 23(4), 272–285.
Dyer, J. H. (1996). Specialized supplier networks as a source of competitive advantage: Evidence from the auto industry. Strategic Management Journal, 17(4), 271–291.
Dyer, L. y Reeves, T. (1995). Human resource strategies and firm performance: What do we know and where do we need to go? International Journal of Human Resource Management, 6(3), 656–670.
Eisenhardt, K. M. y Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21(10-11), 1105–1121.
Ewerlin, D. y Süß, S. (2016). Dissemination of talent management in Germany: Myth, facade or economic necessity? Personnel Review, 45(1), 142–160.
Gallardo-Gallardo, E., Dries, N. y González-Cruz, T. F. (2013). What is the meaning of 'talent' in the world of work? Human Resource Management Review, 23(4), 290–300.
Gerhart, B. (2007). Horizontal and vertical fit in human resource systems. En C. Ostroff y T. Judge (Eds.), Perspectives on Organizational Fit (pp. 317–348). New York: Taylor and Francis Group.
Gerhart, B. y Milkovich, G. T. (1990). Organizational differences in managerial compensation and financial performance. Academy of Management Journal, 33(4), 663–691.
Grant, A. M. (2007). Relational job design and the motivation to make a prosocial difference. Academy of Management Review, 32(2), 393–417.
Greenberg, J., Roberge, M. E., Ho, V. y Rousseau, D. M. (2004). Fairness in idiosyncratic work arrangements: Justice as an i-deal. En J. Martocchio (Ed.), Research in Personnel and Human Resources Management (pp. 1–34). Oxford: JAI Press/Elsevier Science.
Guerci, M. y Solari, L. (2012). Talent management practices in Italy – implications for human resource development. Human Resource Development International, 15(1), 25–41.
Guzzo, R. A. y Noonan, K. A. (1994). Human resource practices as communications and the psychological contract. Human Resource Management, 33(3), 447–462.
Hackman, J. R. y Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16(2), 250–279.
Hambrick, D. C. y Mason, P. A. (1984). Upper echelons: The organization as a reflection of its top managers. Academy of Management Review, 9(2), 193–206.
Hamel, G. y Prahalad, C. K. (1994). Competing for the Future. Boston, MA: Harvard Business School Press.
Hitt, M. A., Biermant, L., Shimizu, K. y Kochhar, R. (2001). Direct and moderating effects of human capital on strategy and performance in professional service firms: A resource-based perspective. Academy of Management Journal, 44(1), 13–28.
Hornung, S., Rousseau, D. M. y Glaser, J. (2009). Why supervisors make idiosyncratic deals: Antecedents and outcomes of i-deals from a managerial perspective. Journal of Managerial Psychology, 24(8), 738–764.
Humphrey, S. E., Morgeson, F. P. y Mannor, M. J. (2009). Developing a theory of the strategic core of teams: A role composition model of team performance. Journal of Applied Psychology, 94(1), 48–61.
Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3), 635–672.
Huselid, M. A., Beatty, R. W. y Becker, B. E. (2005). 'A players' or 'A positions'? Harvard Business Review, 83(12), 110–117.
Huselid, M. A. y Becker, B. E. (2011). Bridging micro and macro domains: Workforce differentiation and strategic human resource management. Journal of Management, 37(2), 421–428.
Huselid, M. A., Jackson, S. E. y Schuler, R. S. (1997). Technical and strategic human resources management effectiveness as determinants of firm performance. Academy of Management Journal, 40(1), 171–188.
Ichniowski, C., Shaw, K. y Prennushi, G. (1997). The effects of human resource management practices on productivity: A study of steel finishing lines. American Economic Review, 87(3), 291–333.
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2017-03-24
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Gestión diferencial de recursos humanos: una revisión e integración de la literatura. (2017). Estudios Gerenciales, 33(142), 39-51. https://doi.org/10.1016/j.estger.2016.12.003
