High Performance Work Systems and Job Satisfaction of Teachers at the Spanish Public University
Keywords:
HPWS, Job satisfaction, Higher education institutions, Spanish universities, Academic staff
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
Abstract
High Performance Work Systems (HPWS) are a series of organizational practices, with a positive influence on job satisfaction, organizational commitment and organizational performance, which have received increasing attention in the literature on human resources management. Researchers working in this field have studied the phenomenon in the manufacturing sector, leaving aside higher education institutions. This article has two objectives. It describes the degree to which the practices associated with HPWS have been applied in Spanish public universities. Second, the article gathers evidence on the relationship between HPWS and the job satisfaction of the academic staff. The empirical research uses quantitative methods based on the responses by 651 teachers to a questionnaire. The results show that the presence of the practices studied is uneven: the most widespread practices are those that fit better with collegialism, the traditional model of university management. The results also show that, in general, HPWS exert positive effects on the job satisfaction of academic staff, although the effect may be quite different depending on the specific practice considered
Downloads
References
Andersén, J. y Andersén, A. (2019). Are high-performance' work systems (HPWS) appreciated by everyone? The role of management position and gender on the relationship between HPWS and affective commitment. Employee Relations: The International Journal, 41(5), 1046-1064. https://doi.org/10.1108/ER-03-2018-0080
Appelbaum, E., Bailey, T., Berg, P. y Kalleberg, A. (2000). Manufacturing advantage: Why high performance work systems pay off. Cornell University Press.
Bashir, M., Jianqiao, L., Zhao, J., Ghazanfar, F. y Khan, M. M. (2011). The role of demographic factors in the relationship between high performance work system and job satisfaction: A multidimensional approach. International Journal of Business and Social Science, 18(2), 207-218.
Bauer, T. K. (2004). High performance workplace practices and job satisfaction: Evidence from Europe. Institute for the Study of Labor Discussion.
Becker, B. E. y Huselid, M. A. (1998). High performance work systems and firm performance: A synthesis of research and managerial implications. Research in Personnel and Human Resource Management, 16, 53-101.
Becker, B. E. y Huselid, M. A. (2006). Strategic human resources management: Where do we go from here? Journal of Management, 32(6), 898-925. https://doi.org/10.1177/0149206306293668
Birnbaum, R. (2000). Management fads in higher education: Where they come from, what they do, why they fail. Jossey-Bass.
Blau, P. (1964). Exchange and power in social life. Wiley.
Bowen, W. G. y Tobin, E. M. (2015). Locus of authority. The evolution of faculty roles in the government of higher education. Princeton University Press.
Boxall, P., Guthrie, J. P. y Paauwe, J. (2016). Progressing our understanding of the mediating variables linking HRM, employee well?being and organisational performance. Human Resource Management Journal, 26(2), 103-111. https://doi.org/10.1111/1748-8583.12104
Bozkurt, S., Ertemsir, E. y Bal, Y. (2014, 13 de septiembre). A study on evaluating the validity and reliability of high performance work systems (HPWS) scale in Turkish [Comunicación]. 12th International Academic Conference, Prague.
Capano, G. (2011). Government continues to do its job. A comparative study of governance shifts in the higher education sector. Public Administration, 89(4), 1622-1642. https://doi.org/10.1111/j.1467-9299.2011.01936.x
Chang, E. (2005). Employees’ overall perception of HRM effectiveness. Human Relations, 58(4), 523-544. https://doi.org/10.1177/0018726705055037
Chávez, R. C. y Quiñónez, M. (2007). Factores asociados al malestar/bienestar docente. Una investigación actual. REICE. Revista Iberoamericana sobre Calidad, Eficacia y Cambio en Educación, 5(5), 75-80.
Comisión Técnica de Gobernanza Universitaria. (2011). Diagnóstico, informe técnico-jurídico y propuestas de actuación en relación con las estructuras organizativas internas de las universidades españolas (gobernanza universitaria). Ministerio de Educación.
Dearlove, J. (1997). The academic labour process: From collegiality and professionalism to managerialism and proletarianisation? Higher Education Review, 30(1), 56-75.
Edgar, F. y Geare, A. (2013). Factors influencing university research performance. Studies in Higher Education, 38(5), 774-792. https://doi.org/10.1080/03075079.2011.601811
Escribá, N., Balbastre, F. y Canet, M. T. (2017). Employees’ perceptions of high-performance work systems and innovative behaviour: The role of exploratory learning. European Management Journal, 35, 273-281. https://doi.org/10.1016/j.emj.2016.11.002
Fabi, B., Lacoursière, R. y Raymond, L. (2015). Impact of high-performance work systems on job satisfaction, organizational commitment, and intention to quit in Canadian organizations. International Journal of Manpower, 36(5), 772-790. https://doi.org/10.1108/IJM-01-2014-0005
Fu, N., Bosak, J., Flood, P. C. y Ma, Q. (2019). Chinese and Irish professional service firms compared: Linking HPWS, organizational coordination, and firm performance. Journal of Business Research, 95, 266-276. https://doi.org/10.1016/j.jbusres.2018.08.021
Fundación CYD. (2010). La gobernanza de la universidad y sus entidades de investigación e innovación. CRUE.
Gaertner, K. N. y Nollen, S. D. (1989). Career experiences, perceptions of employment practices, and psychological commitment to the organization. Human Relations, 42(11), 975-991. https://doi.org/10.1177/001872678904201102
García-Chas, R., Neira-Fontela, E. y Varela-Neira, C. (2015). High-performance work systems and job satisfaction: A multilevel model. Journal of Managerial Psychology, 31(2), 451-466. https://doi.org/10.1108/JMP-04-2013-0127
Gibbons, M. (1998). Higher education relevance in the 21st century. World Bank.
Gürbüz, S. (2009). The effect of high performance HR practices on employees’ job satisfaction. Journal of the School of Business Administration, 38(2), 110-123.
Han, J., Sun, J. M. y Wang, H. L. (2019). Do high performance work systems generate negative effects? How and when? Human Resource Management Review, 30(2), 1-14. https://doi.org/10.1016/j.hrmr.2019.100699
Heffernan, M. y Dundon, T. (2016). Cross-level effects of high-performance work systems (HPWS) and employee well-being: The mediating effect of organisational justice. Human Resource Management Journal, 26(2), 211-231. https://doi.org/10.1111/1748-8583.12095
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. https://doi.org/10.5465/256741
Jewell, D. O., Jewell, S. F. y Kaufman, B. E. (2020). Designing and implementing high- performance work systems: Insights from consulting practice for academic researchers. Human Resource Management Review. https://doi.org/10.1016/j.hrmr.2020.100749
Lasagabaster, I. (2013). Reflexiones sobre la universidad, su crisis, la educación y la crisis económica. Revista Catalana de Dret Públic, 47, 21-39. https://doi.org/10.2436/20.8030.01.10
Latorre, F., Guest, D., Ramos, J. y Gracia, F. J. (2016). High commitment HR practices, the employment relationship and job performance: A test of a mediation model. European Management Journal, 34(4), 328-337. https://doi.org/10.1016/j.emj.2016.05.005
Lepak, D., Liao, H., Chung, Y. y Harden, E. (2006). A conceptual review of human resource management systems in strategic human resource management research. En J. J. Martocchio (Eds.), Research in personnel and human resources management (pp. 217-271). JAI Press. https://doi.org/10.1016/S0742-7301(06)25006-0
Malik, A., Manroop, L. y Patel, P. (2019). An empirical examination of the relationship between skills shortage and firm performance: The role of high-performance work systems. Journal of Management Organization, 25(5), 695-710. https://doi.org/10.1017/jmo.2017.30
Marcellán, F. (2011). Políticas de profesorado en las universidades españolas. El Cronista del Estado Social y Democrático de Derecho, 23, 26-31.
Marín-Garcia, J. A. y Martínez Tomas, T. (2016). Deconstructing AMO framework: A systematic review. Intangible Capital, 12(4), 1040-1087. http://doi.org/10.3926/ic838
Mather, K., Worrall, L. y Seifert, R. (2009). The changing locus of workplace control in the English further education sector. Employee Relations, 31(2), 139-157. https://doi.org10.1108/01425450910925292
McGrath, C., Roxå, T. y Bolander Laksov, K. (2019). Change in a culture of collegiality and consensus-seeking: A double-edged sword. Higher Education Research & Development, 38(5), 1001-1014. https://doi.org/10.1080/07294360.2019.1603203
Messersmith, J. G., Patel, P. C., Lepak, D. P. y Gould-Williams, J. S. (2011). Unlocking the black box: Exploring the link between high-performance work systems and performance. Journal of Applied Psychology, 96(6), 1105-1118. https://doi.org/10.1037/a0028854
Mielke, J., De Geest, S., Beckmann, S., Leppla, L., Luta, X., Guerbaai, R. A., ... y Schwendimann, R. (2019). The German version of the high-performance work systems questionnaire (HPWS-G) in the context of patient safety: A validation study in a Swiss university hospital. BMC Health Services Research, 19(1), 356-368. https://doi.org/10.1186/s12913-019-4189-8
Ministerio de Educación. (2020a). Estadística de personal de las universidades. Año 2016. https://www.educacionyfp.gob.es/servicios-al-ciudadano/estadisticas.html.
Ministerio de Educación. (2020b). Estadística de estudiantes. Año 2017. https://www.educacionyfp.gob.es/servicios-al-ciudadano/estadisticas.html.
Ministerio de Educación. (2020c). Estadística de gasto público en educación. Año 2018. https://www.educacionyfp.gob.es/servicios-al-ciudadano/estadisticas.html.
Mintzberg, H. (1979). The structuring of organizations. Prentice Hall. https://doi.org/10.1007/978-1-349-20317-8_23
Muñoz Campos, E. M., Fernández González, A. y Jacott, L. (2018). Bienestar subjetivo y satisfacción vital del profesorado. REICE. Revista Iberoamericana sobre Calidad, Eficacia y Cambio en Educación, 16(1), 105-117. https://doi.org/10.15366/reice2018.16.1.007
Nishii, L. H. y Wright, P. M. (2007). Variability within organizations: Implications for strategic human management. Center for Advanced Human Resource Studies.
Olaskoaga-Larrauri, J., González-Laskibar, X., Barrenetxea-Ayesta, M. y Díaz-De-Basurto-Uraga, P. (2019). The sign of the new millennium. Legal reforms, organisational changes and job satisfaction at Spanish public universities. European Journal of Education, 54(1), 137-150. https://doi.org/10.1111/ejed.12314
Olaskoaga-Larrauri, J., Marúm, E. y Rosario, V. (2013). Configuraciones estructurales en las instituciones de educación superior y actitudes de los académicos frente a la calidad. Harvard Deusto Business Research, 2(2), 130-142. https://doi.org/10.3926/hdbr.30
Olaskoaga-Larrauri, J., Rodríguez Armenta, C. E. y Marúm Espinosa, E. (2020). The direction of reforms and job satisfaction among teaching staff in higher education in Mexico. Teaching in Higher Education. https://doi.org/10.1080/13562517.2020.1819225
Suárez-Landazábal, N. y Buendía, A. (2020). Effects of the evaluation and accreditation processes on academics. A case study of a Colombian higher education institution. Education Policy Analysis Archives, 28. https://doi.org/10.14507/epaa.28.5353
Sun, L. Y., Aryee, S. y Law, K. S. (2007). High performance human resource practices, citizenship behaviour and organizational performance: A relational perspective. Academy of Management Journal, 50, 558-577. https://doi.org/10.5465/amj.2007.25525821
Takeuchi, R., Chen, G. y Lepak, D. P. (2009). Through the looking glass of a social system: Cross-level effects of high?performance work systems on employees’ attitudes. Personnel Psychology, 62(1), 1-29. https://doi.org/10.1111/j.1744-6570.2008.01127.x
Tight, M. (2014). Collegiality and managerialism: A false dichotomy? Evidence from the higher education literature. Tertiary Education and Management, 20(4), 294-306. https://doi.org/10.1080/13583883.2014.956788
Vandenabeele, W. (2009). The mediating effect of job satisfaction and organizational commitment on self-reported performance: More robust evidence of the PSM–performance relationship. International Review of Administrative Sciences, 75(1), 11-34. https://doi.org/10.1177/0020852308099504
Vandenberg, R. J., Richardson, H. A. y Eastman, L. J. (1999). The impact of high involvement work processes on organizational effectiveness: A second-order latent variable approach. Group & Organization Management, 24(3), 300-339. https://doi.org/10.1177/1059601199243004
Vidal, J. y Vieira, M. J. (2014). Gobierno, autonomía y toma de decisiones en la universidad. Bordón, 66(1), 17-30. https://10.13042/Bordon.2014.66101
Wright, P. M., Dunford, B. B. y Snell, S. A. (2001). Human resources and the resource based view of the firm. Journal of Management, 27(6), 701-721. https://doi.org/10.1177/014920630102700607
Wright, P. M., Gardner, T. M. y Moynihan, L. M. (2003). The impact of HR practices on the performance of business units. Human Resource Management Journal, 13(3), 21-36. https://doi.org/10.1111/j.1748-8583.2003.tb00096.x
Xi, M., Chen, Y. y Zhao, S. (2019). The role of employees’ perceptions of HPWS in the HPWS-performance relationship: A multilevel perspective. Asia Pacific Journal of Management. https://doi.org/10.1007/s10490-019-09694-w