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EVALUACIÓN DEL DESEMPEÑO Y REMUNERACIÓN EN ORGANIZACIONES CON RECONOCIMIENTO EFQM: RETÓRICA Y REALIDAD
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May 31, 2016
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¿Qué sistemas de evaluación del desempeño y remuneración de sus empleados utilizan las organizaciones que trabajan en un contexto organizativo orientado a la Gestión de la Calidad y la excelencia? ¿Existe un patrón dominante entre estas organizaciones? En este artículo se presentan los resultados de un trabajo empírico realizado sobre una muestra de 180 organizaciones españolas que cuentan con un Reconocimiento a la Excelencia según el esquema de la EFQM. Los resultados, basados en análisis clúster y ANOVA, indican que sólo un grupo de organizaciones utiliza sistemas de evaluación del desempeño y remuneración orientados al desarrollo y, por tanto, alineados con lo que desde la literatura sobre Gestión de la Calidad se propone como un enfoque adecuado. Asimismo, se observan otros tipos de sistemas que presentan una falta de coherencia entre la evaluación del desempeño y la remuneración, o que están centrados en la consecución de objetivos.
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Escrig-Tena, A., Bou-Llusar, J., & Beltrán-Martín, I. (2016). EVALUACIÓN DEL DESEMPEÑO Y REMUNERACIÓN EN ORGANIZACIONES CON RECONOCIMIENTO EFQM: RETÓRICA Y REALIDAD. UCJC Business and Society Review (formerly Known As Universia Business Review), (50). https://doi.org/10.3232/UBR.2016.V13.N2.03
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Producción, Innovación y Tecnología
Citas
Alfalla, R., Marín, J. A., y Medina, C. (2012). Is worker commitment necessary for achieving competitive advantage and customer satisfaction when companies use HRM and TQM practices? Universia Business Review, (36), 64-89.
Bayo, A., y Merino, J. (2001). Quality management and high performance work practices: Do they coexist? International Journal of Production Economics, 73 (3), 251-259.
Bayo, A., Merino, J., Escamilla, S. A., y Selvam, R. M. (2011). The impact of ISO 9000 and EFQM on the use of flexible work practices. International Journal of Production Economics, 130(1), 33-42.
Bou, J.C. y Beltrán, I. (2005). Total Quality Management, High-commitment Human Resource Strategy and Firm Performance: An Empirical Study. Total Quality Management”, 16 (1), 71-86.
Bou, J.C., Escrig, A.B., Roca, V., y Beltrán, I. (2009). An empirical assessment of the EFQM Excellence Model: Evaluation as a TQM framework relative to the MBNQA Model. Journal of Operations Management, 27(1), 1-22.
Bowen, D.E. y Lawler, E.E. (1992). Total Quality-Oriented human Resources Management. Organizational Dynamics, 20 (4), 29-41.
Bowman, J.S. (1994). At Last, an Alternative to Performance Appraisal: Total Quality Management. Public Administration Review, 54 (2), 129-136.
Carter, J.R., Smeltzer, L.R. y Narasimhan, R. (2000). Human Resource Management within Purchasing Management: Its Relationship to Total Quality Management Success. The Journal of Supply Chain Management: A Global Review of Purchasing and Supply, Spring, 52-62.
Calvo, A., Picón, A., Ruiz, C., y Cauzo, L. (2015). Contextual and mediation analysis between TQM critical factors and organisational results in the EFQM Excellence Model framework. International Journal of Production Research, 53(7), 2186-2201.
Combs, J., Liu, Y., Hall, A., y Ketchen, D. (2006). How much do high‐performance work practices matter? A meta‐analysis of their effects on organizational performance. Personnel Psychology, 59(3), 501-528.
Deming, E. (1986). Out of the Crisis. Quality, Productivity and Competitive Position. Cambride University Press.
Escrig, A. B., y de Menezes, L. M. (2015). What characterizes leading companies within business excellence models? An analysis of “EFQM Recognized for Excellence” recipients in Spain. International Journal of Production Economics, 169, 362-375.
European Foundation for Quality Management (EFQM) (2012). “EFQM Model for Business Excellence”. Brussels: EFQM.
Ghobadian,A., Gallear, D. y Hopkins, M. (2007). TQM and CSR nexus. International Journal of Quality & Reliability Management, 24 (7), 704-721.
Hair, J., Anderson, R., Black, B.; Babin, B. y Black, W. (2010): Multivariate Data Analysis, Pearson Education, London.
Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38, 635-672.
Jiménez, D., y Martínez, M. (2009). The performance effect of HRM and TQM: a study in Spanish organizations. International Journal of Operations & Production Management, 29(12), 1266-1289.
Jiménez, D., y Sanz, R. (2013). Studying the effect of HRM practices on the knowledge management process. Personnel Review, 42(1), 28-49.
Kim, D.Y., Kumar, V., y Murphy, S.A. (2010). European foundation for quality management business excellence model: an integrative review and research agenda. International Journal of Quality & Reliability Management, 27(6), 684-701.
Levine, D.I. y Shaw, K. (2000). The incentives of quality and the quality of incentives. En Cole, R.E y Scott, W.R. (Ed.), The Quality Movement Organization Theory, Sage, Thousand Oaks, C.A., pp. 367-386.
Ooi, K.B.; Bakar, N.A.; Arumugam, V.; Vellapan, L. y Loke, L.K. (2007), “Does TQM influence employees’ job satisfaction? An empirical case analysis”, International Journal of Quality & Reliability Management, 24 (1), 62-77.
Perdomo, J., González, J. y Galende, J.(2009). An analysis of the relationship between total quality management-based human resource management practices and innovation. The International Journal of Human Resource Management, 20 (5), 1191-1218
Prajogo, D. y Cooper, B. (2010). The effect of people-related TQM practices on job satisfaction: a hierarchical model. Production Planning & Control, 21(1), 26-35.
Sampaio, P., Saraiva, P., y Monteiro, A. (2012). A comparison and usage overview of business excellence models. The TQM Journal, 24(2), 181-200.
Simmons, D.E.; Shadur, M.A. y Preston, A.P. (1995). Integrating TQM and HRM. Employee Relations, 17 (3), 75-86.
Snape, E., Wilkinson, A., Marchington, M. y Redman, T. (1995). Managing Human Resources for TQM: possibilities and Pitfalls. Employee Relations,17 (3), 42-51.
Soltani, E., van der Meer, R., Gennard, J. y Williams, M., (2004). Case study: Have TQM organisations adjusted their performance management (appraisal) systems? A study of UK-based TQM-driven organizations. The TQM Magazine, 16 (6), 403-417.
Soltani, E., van der Meer, R.; Williams, M. y Lai, P. (2006). The compatibility of performance appraisal systems with TQM, principles – evidence from current practice. International Journal of Operations & Production Management, 26 (1), 92-112.
Soltani, E., Singh, A., Liao, Y. Y., y Wang, W. Y. (2010). The rhetoric and reality of ‘process control’ in organisational environments with a TQM orientation: The managers’ view. Total Quality Management and Business Excellence, 21(1), 67-77.
Tarí, J.J. y Sabater, V., (2006). Human aspects in a quality management context and their effects on performance. International Journal. of Human Resource Management, 17 (3), 484-503.
Waldman, D.A. (1994). The Contributions of Total Quality Management to a Theory of Work Performance. Academy of Management Review, 19 (3), 510-536.
Wickramasinghe, V. y Anuradha, G. (2011). High-involvement work practices, quality results, and the role of HR function: an exploratory study of manufacturing firms in Sri Lanka. The TQM Journal , 23 (5), 516-530.
Wilkinson, A., Redman, T., Snape, E., y Marchington, M. (1998). Managing with Total Quality Management. Theory and Practice. McMillan Business, Hong-Kong.
Wood, S. y Albanese, M.T. (1995). Can We Speak of a High Commitment Management on the Shop Floor? Journal of Management Studies, 32 (2), 215-247.
Yeung, A.C.L., Chan, L.Y., y Lee, T.S. (2003). An empirical taxonomy for quality management systems: a study of the Hong Kong electronics industry, Journal of Operations Management, 21(1), 45-62.
Bayo, A., y Merino, J. (2001). Quality management and high performance work practices: Do they coexist? International Journal of Production Economics, 73 (3), 251-259.
Bayo, A., Merino, J., Escamilla, S. A., y Selvam, R. M. (2011). The impact of ISO 9000 and EFQM on the use of flexible work practices. International Journal of Production Economics, 130(1), 33-42.
Bou, J.C. y Beltrán, I. (2005). Total Quality Management, High-commitment Human Resource Strategy and Firm Performance: An Empirical Study. Total Quality Management”, 16 (1), 71-86.
Bou, J.C., Escrig, A.B., Roca, V., y Beltrán, I. (2009). An empirical assessment of the EFQM Excellence Model: Evaluation as a TQM framework relative to the MBNQA Model. Journal of Operations Management, 27(1), 1-22.
Bowen, D.E. y Lawler, E.E. (1992). Total Quality-Oriented human Resources Management. Organizational Dynamics, 20 (4), 29-41.
Bowman, J.S. (1994). At Last, an Alternative to Performance Appraisal: Total Quality Management. Public Administration Review, 54 (2), 129-136.
Carter, J.R., Smeltzer, L.R. y Narasimhan, R. (2000). Human Resource Management within Purchasing Management: Its Relationship to Total Quality Management Success. The Journal of Supply Chain Management: A Global Review of Purchasing and Supply, Spring, 52-62.
Calvo, A., Picón, A., Ruiz, C., y Cauzo, L. (2015). Contextual and mediation analysis between TQM critical factors and organisational results in the EFQM Excellence Model framework. International Journal of Production Research, 53(7), 2186-2201.
Combs, J., Liu, Y., Hall, A., y Ketchen, D. (2006). How much do high‐performance work practices matter? A meta‐analysis of their effects on organizational performance. Personnel Psychology, 59(3), 501-528.
Deming, E. (1986). Out of the Crisis. Quality, Productivity and Competitive Position. Cambride University Press.
Escrig, A. B., y de Menezes, L. M. (2015). What characterizes leading companies within business excellence models? An analysis of “EFQM Recognized for Excellence” recipients in Spain. International Journal of Production Economics, 169, 362-375.
European Foundation for Quality Management (EFQM) (2012). “EFQM Model for Business Excellence”. Brussels: EFQM.
Ghobadian,A., Gallear, D. y Hopkins, M. (2007). TQM and CSR nexus. International Journal of Quality & Reliability Management, 24 (7), 704-721.
Hair, J., Anderson, R., Black, B.; Babin, B. y Black, W. (2010): Multivariate Data Analysis, Pearson Education, London.
Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38, 635-672.
Jiménez, D., y Martínez, M. (2009). The performance effect of HRM and TQM: a study in Spanish organizations. International Journal of Operations & Production Management, 29(12), 1266-1289.
Jiménez, D., y Sanz, R. (2013). Studying the effect of HRM practices on the knowledge management process. Personnel Review, 42(1), 28-49.
Kim, D.Y., Kumar, V., y Murphy, S.A. (2010). European foundation for quality management business excellence model: an integrative review and research agenda. International Journal of Quality & Reliability Management, 27(6), 684-701.
Levine, D.I. y Shaw, K. (2000). The incentives of quality and the quality of incentives. En Cole, R.E y Scott, W.R. (Ed.), The Quality Movement Organization Theory, Sage, Thousand Oaks, C.A., pp. 367-386.
Ooi, K.B.; Bakar, N.A.; Arumugam, V.; Vellapan, L. y Loke, L.K. (2007), “Does TQM influence employees’ job satisfaction? An empirical case analysis”, International Journal of Quality & Reliability Management, 24 (1), 62-77.
Perdomo, J., González, J. y Galende, J.(2009). An analysis of the relationship between total quality management-based human resource management practices and innovation. The International Journal of Human Resource Management, 20 (5), 1191-1218
Prajogo, D. y Cooper, B. (2010). The effect of people-related TQM practices on job satisfaction: a hierarchical model. Production Planning & Control, 21(1), 26-35.
Sampaio, P., Saraiva, P., y Monteiro, A. (2012). A comparison and usage overview of business excellence models. The TQM Journal, 24(2), 181-200.
Simmons, D.E.; Shadur, M.A. y Preston, A.P. (1995). Integrating TQM and HRM. Employee Relations, 17 (3), 75-86.
Snape, E., Wilkinson, A., Marchington, M. y Redman, T. (1995). Managing Human Resources for TQM: possibilities and Pitfalls. Employee Relations,17 (3), 42-51.
Soltani, E., van der Meer, R., Gennard, J. y Williams, M., (2004). Case study: Have TQM organisations adjusted their performance management (appraisal) systems? A study of UK-based TQM-driven organizations. The TQM Magazine, 16 (6), 403-417.
Soltani, E., van der Meer, R.; Williams, M. y Lai, P. (2006). The compatibility of performance appraisal systems with TQM, principles – evidence from current practice. International Journal of Operations & Production Management, 26 (1), 92-112.
Soltani, E., Singh, A., Liao, Y. Y., y Wang, W. Y. (2010). The rhetoric and reality of ‘process control’ in organisational environments with a TQM orientation: The managers’ view. Total Quality Management and Business Excellence, 21(1), 67-77.
Tarí, J.J. y Sabater, V., (2006). Human aspects in a quality management context and their effects on performance. International Journal. of Human Resource Management, 17 (3), 484-503.
Waldman, D.A. (1994). The Contributions of Total Quality Management to a Theory of Work Performance. Academy of Management Review, 19 (3), 510-536.
Wickramasinghe, V. y Anuradha, G. (2011). High-involvement work practices, quality results, and the role of HR function: an exploratory study of manufacturing firms in Sri Lanka. The TQM Journal , 23 (5), 516-530.
Wilkinson, A., Redman, T., Snape, E., y Marchington, M. (1998). Managing with Total Quality Management. Theory and Practice. McMillan Business, Hong-Kong.
Wood, S. y Albanese, M.T. (1995). Can We Speak of a High Commitment Management on the Shop Floor? Journal of Management Studies, 32 (2), 215-247.
Yeung, A.C.L., Chan, L.Y., y Lee, T.S. (2003). An empirical taxonomy for quality management systems: a study of the Hong Kong electronics industry, Journal of Operations Management, 21(1), 45-62.