El papel moderador de la percepción del sistema de dirección de recursos humanos y su influencia en los resultados organizativos

Abstract

Strategic human resource management (SHRM) emerged as a discipline focused on the strategic contribution of employees to the success of the organisation. Despite its theoretical diversity, a broad-based consensus has been reached regarding the need for considering two criteria in the design of HR strategies: vertical and horizontal fit. Nevertheless, as different studies have argued, there are some implications of the double fit that still need to be addressed, especially on why firms with similar levels of consistency show different human resource outcomes. In trying to advance this line of research, the objective of this paper is to analyse theoretically the extent to which the implementation of well-designed strategies can fail because of employee perceptions about the human resource management system. The majority of the practices that build this system seek to influence organisational performance by affecting employee motivation, attitudes, and behaviours, so they are highly dependent on how employees interpret the signals sent from the human resource management department.