Estilos de dirección de RRHH dentro de las empresas: Una cuestión de intensidad en la DRRHH
Human Resources management styles within firms: a matter of Human intensity
* Departamento de Economía y Dirección de Empresas. Universidad de Las Palmas de Gran Canaria. Edificio de Ciencias Económicas y Empresariales, C-2.19. Campus Universitario de Tafira. 35017 Las Palmas de Gran Canaria
** Departamento de Economía y Dirección de Empresas. Universidad de Las Palmas de Gran Canaria. Edificio de Ciencias Económicas y Empresariales, C-2.20. Campus Universitario de Tafira. 35017 Las Palmas de Gran Canaria
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Universidad de Las Palmas de Gran Canaria. Edificio de Ciencias Económicas y Empresariales, C-2.19. Campus Universitario de Tafira. 35017 Las Palmas de Gran Canaria" "etiqueta" => "<span class="elsevierStyleSup">*</span>" "identificador" => "aff0005" ] 1 => array:3 [ "entidad" => "Departamento de Economía y Dirección de Empresas. Universidad de Las Palmas de Gran Canaria. Edificio de Ciencias Económicas y Empresariales, C-2.20. Campus Universitario de Tafira. 35017 Las Palmas de Gran Canaria" "etiqueta" => "<span class="elsevierStyleSup">**</span>" "identificador" => "aff0010" ] ] ] ] "titulosAlternativos" => array:1 [ "en" => array:1 [ "titulo" => "Human Resources management styles within firms: a matter of Human intensity" ] ] "pdfFichero" => "main.pdf" "tienePdf" => true "fechaRecibido" => "2007-06-04" "fechaAceptado" => "2008-01-21" "PalabrasClave" => array:2 [ "es" => array:1 [ 0 => array:4 [ "clase" => "keyword" "titulo" => "Palabras clave" "identificador" => "xpalclavsec130690" "palabras" => array:2 [ 0 => "sistemas de prácticas de recursos humanos" 1 => "variaciones internas en el uso de prácticas de recursos humanos" ] ] ] "en" => array:1 [ 0 => array:4 [ "clase" => "keyword" "titulo" => "Key words" "identificador" => "xpalclavsec130689" "palabras" => array:2 [ 0 => "Human resources practice systems" 1 => "internal variations in the use of human resources practices" ] ] ] ] "tieneResumen" => true "resumen" => array:2 [ "es" => array:2 [ "titulo" => "Resumen" "resumen" => "<p id="spar0005" class="elsevierStyleSimplePara elsevierViewall">Son pocos los trabajos que aportan información sobre cómo se aplican las prácticas de recursos humanos (en adelante RRHH) dentro de las empresas. La visión uniforme con la que se aborda la dirección de RRHH, y más concretamente las prácticas de alto rendimiento, puede estar obviando una realidad que sugiere que pueden coexistir distintas aplicaciones de prácticas de RRHH. Así, diversos autores advierten de que este hecho puede originar una visión excesivamente simple de la dirección de RRHH. Este artículo pretende constatar que las prácticas de RRHH varían dentro de las empresas, de acuerdo con la importancia de los puestos de trabajo, partiendo de la propuesta de Lepak y Snell (1999). Además, propone que las variaciones internas pueden seguir la tendencia encontrada en los trabajos que estudian sistemas de prácticas de RRHH. Tras un estudio empírico se confirma que, en función de la importancia de los puestos de trabajo, las organizaciones internamente adoptan diferentes estilos o usos de las prácticas RRHH y que éstos, básicamente, consisten en un uso más o menos intensivo del enfoque preconizado por las prácticas de alto rendimiento.</p>" ] "en" => array:2 [ "titulo" => "Abstract" "resumen" => "<p id="spar0010" class="elsevierStyleSimplePara elsevierViewall">There are not too many articles that have studied how human resources (hereafter HR) practice systems have been used inside organizations. The uniform vision with which the management of HR, and more specifically the high performance practices, is approached can be hiding a reality that suggests that different HR practices may coexist. Thus, various authors warn about the necessity to consider this fact in order to avoid falling in a too simplistic vision of HR management. This article pretends to prove that HR practices vary inside the enterprises according to the importance of the jobs, as defined by Lepak and Snell. Further, it proposes that internal variations can follow the trend found in works that study HR practices systems. An empirical study confirms that, depending on how important the jobs are, organizations adopt different styles or uses of HR practices and that these are, basically, a more or less intensive use of the approach proposed by the high performance practices.</p>" ] ] "bibliografia" => array:2 [ "titulo" => "References bibliográficas" "seccion" => array:1 [ 0 => array:2 [ "identificador" => "bibs0005" "bibliografiaReferencia" => array:43 [ 0 => array:3 [ "identificador" => "bib1" "etiqueta" => "Arthur, 1994" "referencia" => array:1 [ 0 => array:2 [ "contribucion" => array:1 [ 0 => array:2 [ "titulo" => "Effects of human resource systems on manufacturing performance and turnover" "autores" => array:1 [ 0 => array:2 [ "etal" => false "autores" => array:1 [ 0 => "J.B. 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| año/Mes | Html | Total | |
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| 2021 Diciembre | 47 | 10 | 57 |
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| 2017 Febrero | 31 | 16 | 47 |
| 2017 Enero | 27 | 16 | 43 |
| 2016 Diciembre | 21 | 11 | 32 |
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| 2016 Octubre | 28 | 33 | 61 |
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| 2015 Noviembre | 27 | 18 | 45 |
| 2015 Octubre | 25 | 10 | 35 |
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| 2015 Enero | 30 | 3 | 33 |
| 2014 Diciembre | 24 | 3 | 27 |
| 2014 Noviembre | 38 | 2 | 40 |
| 2014 Octubre | 38 | 0 | 38 |
| 2014 Septiembre | 27 | 3 | 30 |
| 2014 Agosto | 24 | 1 | 25 |
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| 2014 Marzo | 80 | 21 | 101 |
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| 2013 Diciembre | 62 | 21 | 83 |
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| 2013 Octubre | 71 | 18 | 89 |
| 2013 Septiembre | 59 | 30 | 89 |
| 2013 Agosto | 69 | 20 | 89 |
| 2013 Julio | 75 | 15 | 90 |
| 2013 Junio | 72 | 21 | 93 |
| 2013 Mayo | 63 | 10 | 73 |
| 2013 Abril | 64 | 12 | 76 |
| 2013 Marzo | 56 | 11 | 67 |
| 2013 Febrero | 36 | 10 | 46 |
| 2013 Enero | 39 | 12 | 51 |
| 2012 Diciembre | 32 | 7 | 39 |
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| 2012 Octubre | 18 | 6 | 24 |
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| 2012 Enero | 151 | 0 | 151 |
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