HRM strength, situation strength and improvisation behavior

• Autor(a) principal: Ribeiro, Tânia Rodrigues
• Data de Publicação: 2011
• Outros Autores: Coelho, Joaquim Pinto, Gomes, Jorge F.S.
• Tipo de documento: Artigo
• Idioma: eng
• Título da fonte: Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)
• Texto Completo: http://hdl.handle.net/10400.5/25031
• topic: Human Resource Management; Call Centres; HR Strength; Improvisation; Climate Strength; Culture Strength; Strategic HRM; La gestión de los recursos humanos; Fuerza de los recursos humanos; La improvisación; La fuerza de clima; Fuerza de la cultura; Recursos humanos; Portugal; Atención al cliente; Estratégica de los recursos humanos; Gestão de recursos humanos; Força da gestão de RH; Improvisação; Força do clima; Força da cultura; GRH estratégica; Portugal; Call centers

Purpose – The purpose of this paper is to explore the connections between human resource (HR), situation strength and improvisation behavior. A high degree of “fit” among HR practices and between such practices and organizational strategy, is said to have an impact on organizational outcomes. How these fits are achieved is not fully understood in the literature. It has been proposed that horizontal fit is achieved when messages regarding HR matters are communicated to employees in a distinct, consensual, and consistent way. This will create a strong situation, which in turn will affect outcomes such as improvisation behavior. Situation strength is captured by the concepts of climate strength, and culture strength. Design/methodology/approach – The research was conducted at a call center of a company belonging to a Portuguese Telecommunications Group. In total, 91 questionnaires were collected. Scales in the questionnaire are based on existing indicators, but a new measure of HR strength (HRS) was also used. The data were analyzed with structural equation modeling. Findings – Results show that HRS has a direct effect on improvisation behavior. Furthermore, culture is a mediator between HRS and climate. There was also a strong indication that culture may be a mediator between HRS and improvisation behavior. Research limitations/implications – Limitations concern the sample size and the fact that research was conducted in a call center. Implications for research include the need to introduce leadership into this type of studies, as well as model and scales validation. Originality/value – The current research advances knowledge in the area in three ways. First, it presents a new instrument to measure HRS. Second, it introduces improvisation as an outcome of HR. And third, it tests a full model that links HR to social common structures (climate and culture) and performance outcomes (improvisation behavior in this work).