Examinando por Autor "Triguero-Sánchez, Rafael"

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Acceso Abierto
Hierarchical distance and employees' commitment as conditioning of team-based work in the Spanish public sector
(Wiley, 2021-05-28) Triguero-Sánchez, Rafael; Peña-Vinces, Jesús; Guillén, Jorge
Team-based work (TBW) plays a crucial role in the success and quality of public services. In the context of the Spanish public sector, our study evaluates if a low level of hierarchical distance (HD) in public organizations condition the public employees’ commitment (EC) as well as TBW, assessed in terms of participation and consensus among team members. Simultaneously, we evaluated to what extent EC help to enhance TBW. Employing a sample of 213 government organizations from the south of Spain through a model of structural equations, we were able to answer the above questions. Our results revealed that team-based work functions more successfully within public organizations where there exists little verticality in their structures, norms, values and rules – in simplest terms, where there is minimal organizational HD. Such results also suggest that although regulations exist in the Spanish public sector, should public organizations attempt to be less vertical and more horizontal, they would perhaps have public servants that were more committed to their organizations. As a result, servants view the organization as their own and remain loyal. Finally, from an academic perspective, this study could be one of few to research and evaluate the hierarchical role and employees’ commitment to the functioning of public employees based on participation and consensus in their work teams.
Acceso Abierto
How to improve firm performance through employee diversity and organisational culture
(Fundação Escola de Comércio Álvares Penteado, 2018-07-17) Triguero-Sánchez, Rafael; Peña-Vinces, Jesús; Guillén, Jorge
Purpose – Our study examines the influence that employee diversity has on human resource management (HRM) practices and organisational performance, considering the moderating role of organisational culture, in particular, cultural dimensions such as individualism–collectivism and hierarchical distance. Design/methodology/approach – Through an empirical investigation of 102 Spanish firms using partial least squares-structural equation modelling (PLS-SEM), we evaluated our hypotheses. Findings – Our results show a positive correlation between employee diversity and HRM practices where such practices encourage employee commitment rather than control. Thus, we identified a non-linear relationship between HRM practices and organisational performance.Originality/value – The study considers the role played by environmental and contextual factors, such as organisational culture. The configuring of HR practices may help to reduce the possible costs derived from a diverse staff and improve their skills in favour of better organisational performance.
Acceso Abierto
The mediator role of hierarchical distance on social processes-HRM practices: An empirical analysis of Spanish firms
(Canadian Institute For Knowledge Development, 2016) Triguero-Sánchez, Rafael; Peña-Vinces, Jesús C.; Guillén, Jorge
The literature pays little attention to non-linear models, especially regarding dimensions such as organizational culture. Therefore, the purpose of this paper is to test the role of hierarchical distance in the relationship between HRM practices and social processes. With a sample of 102 Spanish firms and using partial least squares structural equation modeling assessed this relationship. Results suggested mediation of hierarchical distance between HRM practices and social processes. Such results recommend that HR managers should consider hierarchical distance more carefully especially when creating HRM practices to improve relationships among employees. Thus, the politics of commitment function better when organizations are more horizontal and when tasks are commonly delegated, managers question employees frequently prior to making decisions, discussions are encouraged, and social relationships – both in and out of work – are valued, appear to provide the most benefit regarding competitive advantages generated through HRM practices.