Influence of high commitment management on organisational performance: human resource flexibility as a mediator variable

摘要: Tendencies such as the increasing spread of market globalisation, new technological developments, reduction product life cycles and aggressive competition, are generating high levels environmental changes uncertainty for organisations all types (Volberda, 1996; Sanchez, 1997). These circumstances require rapid responses through adaptations organisational attitudes capabilities, which lead to innovative management approaches methods (Bueno, 1996: 262). Traditional sources competitive advantages changing it is imperative deploy strategies successfully compete under external conditions. For example, flexibility emerging a weapon that allows counteract current evolution (Ahmed et al., Volberda, 1996). Flexibility broad concept can refer operational issues manufacturing flexibility, or strategic decisions alterations in product-market combinations. All these factors associated with efforts adjust available means challenges. Regardless specific response adopted by organisations, broadly believed dynamism forces managers pay attention social (Wright Snell, 1998). From managerial point view, human resource activities used landscape changing. This be seen, job descriptions. Nowadays individual contributions goals being substituted team accomplishments. Furthermore, advances (e.g. introduction Internet companies) making difficult assess manage employee performance workplace. As result High Commitment Management (HCM) optimal system employment relationships modern organisations. HCM particular approach resources characterised certain features emphasis on development skills, enrichment provision equitable incentives. A number authors recent decades have demonstrated impact outcomes. From an employee-based perspective, type level contribution from their workforce. In order dynamic conditions, peoples fixed set prescribed tasks no longer considered adequate. Instead, advantage comes employees who engaged open-ended interdependent roles (Campbell, 2000; Parker, 2000). sum, key success factor environments. However, date accepted definition has been put forward; attempts should made provide this more solid theoretical background (Looise 1998). study, I propose conceptualisation HR based premises Resource-Based View firm (RBV) (Wernerfelt, 1984; Barney, 1991; Amit Shoemaker, 1993). Similarly role value, rareness, inimitability non-substitutability play consideration assets (Barney, 1991), flexible features, applicability variety uses ease they modified (Sanchez, 1995). One aims research apply concepts flexibility. All things considered, essential successful deployment (Dyer Shafer, 1999). Not only responsibilities different environments, but also workforce will alter. The present study focuses two questions analyses interrelationships. The general purpose examine considering plays relationship. That is, question whether commitment important determine workforces what extent enhances outcomes.