Diferencia en las percepciones sobre las prácticas de gestión de personas entre mano de obra directa e indirecta. Estudio de caso de una cooperativa de MONDRAGON

Referencias bibliográficas

• Agirre, I., Reinares, P. y Agirre, A. (2014) Antecedents To Market Orientation In The Worker Cooperative Organization: The Mondragon Group. Annals of Public and Cooperative Economics, 85(3), pp. 387-408.
• Alcañiz, L., Álvarez, M., Apraiz, A., Baniandrés, J., Eizaguirre, A., Eizaguirre, A., García Feijoo, M., Iribar, M. A. y Larrinaga, M.A. (2013) Siete experiencias de participación: luces y sombras en el caminar. Bizkaiko Foru Aldundia – Diputación Foral de Bizkaia.
• Allen, D. G., Shore, L. M., y Griffeth, R. W. (2003) The role of perceived organizational support and supportive human resource practices in the turnover process. Journal of Management, 29(1), pp. 99–118.
• 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), pp. 1046-1064.
• Andreeva, T., y Sergeeva, A. (2016) The more the better … or is it? The contradictory effects of HR practices on knowledge‐ sharing motivation and behaviour. Human Resource Management Journal, 26(2), pp. 151–171.
• Anjum, M., y Parvez, A. (2013) Counterproductive behavior at work: A comparison of blue collar and white collar workers, Pakistan Journal of Commerce and Social Sciences, 7 (3), pp. 417-434
• Ang, S. H., Bartram, T., McNeil, N., Leggat, S. G., y Stanton, P. (2013) The effects of high-performance work systems on hospital employees' work attitudes and intention to leave: A multi-evel and occupational group analysis. The International Journal of Human Resource Management, 24(16), pp. 3086–3114.
• Arando, S., García, M. G., Jones, D. C. y Kato, T. (2014) Estabilidad laboral y productividad en el grupo Eroski. REVESCO. Revista de Estudios Cooperativos, 114, pp. 35-58.
• Arregi, A., Freundlich, F., y Gago, M. (2018) ULMA architectural solutions: A case from the Mondragon Cooperative Group. En Berry, D. y Kato, T. (Eds). Employee Ownership and Employee Involvement at Work: Case Studies (Advances in the Economic Analysis of Participatory & Labor-Managed Firms Series), pp. 37-75. Emerald Publishing Limited. ISBN: 978-1-78714-519-1.
• Arthur, J.B. (1994) Effects of human resource system of manufaturing performance and turnover. Academy of Management Journal, 37 (3), pp. 670-687.
• Appelbaum, E., Bailey, T., Berg, P. y Kalleberg, S. (2000) Manufacturing advantage: Why high performance work systems pay off. Londres: Cornell University Press.
• ArmstronG, C. E., y Shimizu, K. (2007) A review of approaches to empirical research on the resource-based view of the firm. Journal of Management, 33(6), pp. 959-986.
• Bae, J. y Lawler, J.J. (2000) Organizational and HRM strategies in Korea: impact on firm performance in an emerging economy. Academy of Management Journal, 43 (3), pp. 502-517.
• Bakker, A. B., y De Vries, J. D. (2021) Job Demands–Resources theory and self-regulation: New explanations and remedies for job burnout. Anxiety, Stress, & Coping. An international Journal, 34(1), pp. 1-21.
• Baltes, B.B., Briggs, T.E., Huff, J.W., Wright, J.A., y Neuman, G.A. (1999) Flexible and compressed workweek schedules: A meta-analysis of their effects on work-related criteria. Journal of Applied Psychology, 84 (4), pp. 496– 513. http://dx.doi.org/10.1037/0021-9010.84.4.496.
• Barney, J. (1991) Firm resources and sustained competitive advantage. Journal of Management, 17 (1), pp. 99-120.
• Barney, J. y Wright, P.M. (1998) On becoming a strategic partner: The roles of human resources in gaining competitive advantage. Human Resource Management, 37(1), pp. 31-41. Baruch, Y., Wordsworth, R., Mills, C., y Wright, S. (2016) Career and work attitudes of blue-collar workers, and the impact of a natural disaster chance event on the relationships between intention to quit and actual quit behaviour. European Journal of Work & Organizational Psychology, 25 (3), pp. 459-473.
• Basterretxea, I., y Albizu, E. (2010) ¿Es posible resistir a la crisis?: Un análisis desde la gestión de las políticas de formación y empleo en Mondragón. CIRIEC-España, Revista de Economía Pública, Social y Cooperativa, Nº 67, pp. 75-96.
• Basterretxea, I.y Albizu, E. (2011a) Does Training Policy Help to Attract, Retain, and Develop Valuable Human Resources? Analysis from the Mondragon Case. En DeVaro, J. (Ed.). Advances in the Economic Analysis of Participatory and Labor-Managed Firms. Vol. 12, pp. 231-260, Emerald Group Publishing Limited.
• Basterretxea, I., y Albizu, E. (2011b) Management training as a source of perceived competitive advantage: The Mondragon Cooperative Group case. Economic and Industrial Democracy, 32(2), pp. 199-222.
• Basterretxea, I., Heras-Saizarbitoria, I., y Lertxundi, A. (2019) Can employee ownership and human resource management policies clash in worker cooperatives? Lessons from a defunct cooperative. Human Resource Management, 58(6), pp. 585-601.
• Batt, R. (2002) Managing customer services: human resource practices, quit rates, and sales growth. Academy of management Journal, 45 (3), pp. 587-597.
• Becker, B.E. y Gerhart, B. (1996) The impact of human resource management on organizational performance: Progress and prospects. Academy of Management Journal, 39 (4), pp. 779-801.
• Becker, B.E. y Huselid, M.A. (1998a) High performance work systems and firm performance: a synthesis of research and managerial implications. En Ferris, G.R. (Ed.). Research in Personnel and Human Resource Management 16, pp. 53-101. JAI Press.
• Becker, B.E. y Huselid, M.A. (1998b) Human resources strategies, complementarities, and firm performance. School of Management, SUNY-Buffalo.
• Beijer, S., Peccei, R., Van Veldhoven y M., Paauwe, J. (2021) The turn to employees in the measurement of human resouces practices: a critical review and proposed way forward. Human Resources Management Journal, 31 (1), pp. 1-17.
• Belategi, O., Gago, M., y Egaña, T. (2019) La comunicación interna en las cooperativas: la percepción de las personas trabajadoras sobre la escucha y la información. REVESCO: Revista de Estudios Cooperativos, Primer Cuatrimestre, Nº 130, pp. 9-32. DOI: http://dx.doi.org/10.5209/REVE.62812.
• Berger, P. S. (1986) Differences in importance of and satisfaction from job characteristics by sex and occupational type among Mexican-American employees. Journal of Vocational Behavior, 28(3), pp. 203-213.
• Bitichi, U.S. (1994) Measuring your way to profit. Management Decision, 32 (6), pp. 16-24.
• Boselie, P. (2010) High performance work practices in the health care sector: A Dutch case study. International Journal of Manpower, 31(1), pp. 42-58.
• Boselie, P., Dietz, G. y Boon, C. (2005) Commonalities and contradictions in HRM and performance research. Human Resource Management Journal, 15 (3), pp. 67-94.
• Boxall, P. (2003) HR strategy and competitive advantage in the service sector. Human Resource Management Journal, 13 (3), pp. 5-20.
• Boxall, P., Guthrie, J. y Paauwe, J. (2016) Editorial introduction: progressing our understanding of the mediating variables linking HRM, employee well-being and organisational performance. Human Resource Management Journal, 26 (2), pp. 103-111.
• Boxall, P. y Macky, K. (2009) Research and theory on high-performance work systems: progressing the highinvolvement stream. Human Resource Management Journal, 19 (1), pp. 3-23.
• Boxall, P., y Purcell, J. (2011) Strategy and human resource management. Tercera edición. Palgrave Macmillan. ISBN: 978-0-230-57935-4.
• Boxall, P. y Purcell, J. (2016) Strategy and Human Resource Management. Cuarta edición. Basingstoke Pagrave Macmillan. ISBN: 978—137-40763-4.
• Bowen, D.E. y Ostroff, C. (2004) Understaning HRM-Firm performance linkages: the role of the “strength” of the HRM system. Academy of Management Review, 29 (2), pp. 203-221.
• Bretos I., Errasti A., y Marcuello C. (2017) Ownership, governance and the diffusion of HRM practices in multinational worker cooperatives: Case-study evidence from the Mondragon group. Human Resource Management Journal, 28 (1), pp. 76-91.
• Chan, S. H. J., y Ao, C. T.D. (2018) The mediating effects of job satisfaction and organizational commitment on turnover intention, in the relationships between pay satisfaction and work-family conflict of casino employees. Journal of Quality Assurance in Hospitality & Tourism, 20 (2), pp. 206-229.
• Chang, P.C., y S.J, Chen. (2011) Crossing the level of employee’s performance: HPWS, affective commitment, human capital, and employee job performance in professional service organizations. The International Journal of Human Resource Management 22 (4), pp. 883–901.
• Charterina, J., Albizu, E., y Landeta, J. (2007) The quality of management in Basque companies: differences existing between cooperative and non-cooperative companies. En Novkovic, S. y Sena, V. (Eds). Advances in the Economic Analysis of Participatory and Labor-Managed Firms 10, pp. 109-150. Emerald Group Publishing Limited.
• Chen, Y. Y., Zhang, Y., y Fey, C. F. (2011) When collaborative HR practices may not work well: The moderating role of social capital in the Chinese life insurance industry. The International Journal of Human Resource Management, 22 (2), pp. 433–456.
• Chia-Liang, H., Shan-Jan, K. y Tse-Ping D. (2013) The relationship between team communication, structure and academic R&D performance: empirical evidence of the national telecommunication program in Taiwan. R&D Management, 43 (2), pp. 121-135.
• Chillakuri, B., y Vanka, S. (2020) Examining the effects of workplace well-being and high-performance work systems on health harm: a Sustainable HRM perspective. Society and Business Review, 16 (1), pp. 71-93.
• Combs, J., Liu, Y., Hall, A. y Ketchen, D. (2006) How much do high-performance work practices matter? A metaanalysis of their effects on organizational performance. Personnel Psychology, 59 (3), pp. 501-528.
• Collins, C. J., y Smith, K. G. (2006) Knowledge exchange and combination: The role of human resource practices in the performance of high-technology firms. Academy of Management Journal, 49(3), pp. 544–560.
• Coenen, P., Huysmans, M.A., Holtermann, A., Krause, N., van Mechelen, W., Straker, L.M., y van der Beek, A.J. (2020) Towards a better understanding of the “physical activity paradox”: the need for a research agenda. British Journal of Sports Medicine, 0 (0), pp. 1055–1057.
• Cooke, F.L., Cooper, B., Bartram, T., Wang, J., y Mei, H. (2019) Mapping the relationships between high-performance work systems, employee resilience and engagement: a study of the banking industry in China. The International Journal of Human Resource Management 30 (8), pp. 1239–1260.
• Datta, D.K., Guthrie, J.P. y Wright, P.M. (2005) Human Resource management and labor productivity: Does industry matter? Academy of Management Journal, 48 (1), pp. 135-145.
• Deci, E.L., y Ryan, R.M. (1987) The support of autonomy and the control of behavior. Journal of Personality and Social Psychology 53 (6), pp. 1024–1037.
• Den Hartog, D. N., Boon, C., Verburg, R. M., y Croon, M. A. (2013) HRM, communication, satisfaction, and perceived performance: A cross-level test. Journal of Management, 39 (6), 1637–1665. https://doi.org/10.1177/0149206312440118.
• Delery, J.E., y Doty, D.H. (1996) Modes of Theorizing in Strategic Human Resource Management: Test of Universalistic, Contingency, and Configurational performance predictions. Academy of Management Journal, 39(4), pp. 802-835.
• Delery, J. E., y Shaw, J. D. (2001) The strategic management of people in work organizations: Review, synthesis, and extensión. En Ferris, G.R. (Ed.), Research in personnel and human resource management, 20, pp. 165–197. Emerald Group Publishing.
• De Waal, A.A. (2003) Behavioral factors important for the successful implementation and use of performance measurement systems. Management Decision, 41 (8), pp. 688-697.
• Dorta-Afonso, D., González de la Rosa, M., García-Rodríguez, F.J., Romero-Domínguez, L. (2021) Effects of HighPerformance Work Systems (HPWS) on Hospitality Employees’ Outcomes through Their Organizational Commitment, Motivation, and Job Satisfaction. Sustainability, 13, 3226. https://doi.org/10.3390/su13063226.
• Dulebohn, J. H., y Ferris, G. R. (1999) The role of influence tactics in perceptions of performance evaluations’ fairness. Academy of Management journal, 42(3), pp. 288-303.
• Duncan, F. (2013, 21 de octubre). We need to revalue blue collar work. Moneyweb. Disponible en: http://www.moneyweb.co.za/moneyweb-across-the-atlantic/we-need-to-revalue-blue-collar-work.
• Dyer, L., y Reeves, T. (1995) Human resource strategies and firm performance: what do we know and where do we need to go?. The International Journal of human resource management, 6(3), pp. 656-670.
• Ehrnrooth, M., y Björkman, I. (2012): The HRM process, employee performance and workload: A study of the mechanisms of HRM's influence. Journal of Management Studies, 49 (6), pp. 1109–1135.
• Farndale, E., y Kelliher, C. (2013) Implementing performance appraisal: Exploring the employee experience. Human Resource Management, 52(6), pp. 879-897.
• Flynn, J., y Mazor, A.H. (2017) The employee experience: Culture, engagement, and beyond. Recuperado de: https://www2.deloitte.com/insights/us/en/focus/human-capital-trends/2017/improving-the-employee-experienceculture-engagement.html.
• 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, pp. 266-276. https://doi.org/10.1016/j.jbusres.2018.08.021.
• Gardner, T. M., Moynihan, L. M., Park, H. J., y Wright, P. M. (2000) Beginning to unlock the black box in the HR firm performance relationship: The impact of HR practices on employee attitudes and employee outcomes. CAHRS Working Paper Series, 01-12.
• Gibson, M.K., y Papa, M.J. (2000) The mud, the blood, and the beer guys: Organizational osmosis in blue-collar work groups. Journal of Applied Communication Research, 28(1), pp. 68-88.
• Goldenhar, L., Williams, L.J y Swanson, N. (2003) Modelling relationships between job stressors and injury and nearmiss outcomes for construction labourers. Work & Stress, 17(3), pp. 218-240.
• Gómez Aguilar, M. (2007) La comunicación en las organizaciones para la mejora de la productividad: el uso de los medios como fuente informativa en empresas e instituciones andaluzas. Tesis Doctoral. Málaga: Universidad de Málaga. Disponible en internet: http://www.biblioteca.uma.es/bbldoc/tesisuma/17672697.pdf.
• Gong, Y., Chang, S., y Cheung, S. Y. (2010) High performance work system and collective OCB: A collective social Exchange perspective. Human Resource Management Journal, 20 (2), pp. 119-137.
• Gottschalck, N., Guenther, C., y Kellermanns, F. (2020) For whom are familiy-owned firms good employers? An explanatory study of the turnover intentions of blueand white-collar workers in family-owned and non-familyowned firms. Journal of Family Business Strategy 11, 100281. https://doi.org/10.1016/j.jfbs.2019.02.004.
• Greenberg, J., y Baron, R.A. (2003) Behavior in Organizations. Octava Edición. Prentice Hall. ISBN: 9780130664914.
• Guthrie, J.P. (2001) High involvement work practices, turnover and productivity: evidence from New Zealand. Academy of Management Journal, 44(1), pp. 180-190.
• Guzzo, R.A. y Noonan, K.A. (1994) Human resources practices as communications and the psychological contract. Human Resources Management, 33 (3), pp. 447-462.
• Hammer, C. A., y Ferrari, J. R. (2002) Differential incidence of procrastination between blueand white-collar workers. Current Psychology, 21 (4), pp. 333–338.
• Hennequin, E. (2007) What “career success” means to blue-collar workers. Career development international, 12 (6), pp. 565-581.
• Heffernan, M., y Dundon, T. (2016) Cross-level effects of high-performance work systems (HPWS) and employee well-being: the mediating effect of organizational justice. Human Resource Management Journal 26 (2), pp. 211– 231.
• Hernández-Sampieri, R., y Mendoza, C.P. (2018) Metodología de la investigación: Las rutas cuantitativa, cualitativa y mixta. McGraw-Hill Education. ISBN: 978-4562-6096-5.
• Hoque, K., Wass, V., Bacon, N., y Jones, M. (2018) Are high-performance work practices (HPWPs) enabling or disabling? Exploring the relationship between selected HPWPs and work-related disability disadvantage. Human Resource Management, 57(2), pp. 499-513.
• Hopp, W.J., Iravani, S. M. R., y Liu, F. (2009) Managing White-Collar Work: An operations-Oriented Survey. Production and Operations Management, 18 (1), pp. 1-32.
• Hu, X., Kaplan, S., y Dalal, R. S. (2010) An examination of blueversus white-collar workers’ conceptualizations of job satisfaction facets. Journal of Vocational Behavior, 76 (2), pp. 317–325.
• Huang, T.P. (2011) Comparing motivating work characteristics, job satisfaction, and turnover intention of knowledge workers and blue-collar workers, and testing a structural model of the variables´ relationship in China and Japan. The International Journal of Human Resource Management, 22 (4), pp. 924-944.
• Huang, L.C., Ahlstrom, D., Yung-Ping Lee, A., Chen, S-Y, y Hsieh, M.J. (2016) High performance work systms, employee well-being, and job involvement: an empirical study. Personnel Review, 45 (2), pp. 296-314.
• Huselid, M. A. (1995) The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38 (3), pp. 635-672.
• Ichniowsky, C., Shaw, K. y Prennushi, G. (1997) The effects of human resource management practices on productivity. The American Economic Review, 87 (3), pp. 291-313.
• Ichniowski, C., y Shaw, K. (1999) The effects of human resource management systems on economic performance: an international comparison of US and Japanese Plants. Management Science, 45 (5), pp. 704-721.
• Iverson, R.D., y Roy, P. (1994) A causal model of behavioral commitment: Evidence from a study of Australian bluecollar employees. Journal of Management, 20 (1), pp. 15-41.
• Jensen, J.M., Patel, P.C., y Messersmith, J.G. (2013) High-performance work systems and job control consequences for anxiety, role overload, and turnover intentions. Journal of Management 39(6), pp. 1699-1724.
• Jiang, J. Y., y Liu, C.W. (2015) High performance work systems and organizational effectiveness: The mediating role of social capital. Human Resource Management Review, 25 (1), pp. 126-137.
• Johnson, D., y Lake, C. J. (2019) Contingent worker monetary influence work attitudes and behaviour. Personnel Review, 48 (7), pp. 1669-1684.
• Jyoti, J., y Rani, A. (2017) High performance work system and organisational performance: role of knowledge management. Personnel Review, 46 (8), pp. 1770-1795.
• Karatepe, O. M., y Vatankhah, S. (2014) The Effects of High-Performance Work Practices on Perceived Organisational Support and Turnover Intentions: Evidence from the Airline Industry. Journal of Human Resources in Hospitality & Tourism, 13 (2), pp. 103-119.
• Kamoche, K. (1996) Strategic human resource management within a Resource-Capability View of the firm. Journal of Management Studies, 33 (1), pp. 213-233.
• Kalleberg, A. L., Nesheim, T., & Olsen, K. M. (2009) Is participation good or bad for workers? Effects of autonomy, consultation and teamwork on stress among workers in Norway. Acta Sociologica, 52(2), pp. 99-116.
• Katou, A. A., Budhwar, P. S., y Patel, C. (2014) Content vs. Process in the HRM‐Performance Relationship: An Empirical Examination. Human Resource Management, 53 (4), pp. 527-544.
• Kaufman, B.E. (2015) Evolution of strategic HRM as seen through two founding books: A 30th anniversary perspective on development of the field. Human Resource Management, 54 (3), pp. 389–407.
• Kehoe, R. R., y Wright, P. M. (2013) The impact of high‐performance human resource practices on employees' attitudes and behaviors. Journal of Management, 39 (2), pp. 366–391.
• Khilji, S. E., y Wang, X. (2006) Intended’and ‘implemented’HRM: the missing link in strategic human resource management research. The International Journal of Human Resource Management, 17 (7), pp. 1171-1189.
• Kornelakis, A., Veliziotis, M., y Voskeritsian, Horen (2017) How can competitiveness be achieved in post-crisis Europe: deregulating employment relations or enhancing high performance work practices? The International Journal of Human Resource Management 28 (21), pp. 3089-3108.
• Kroon, B., Van De Voorde, K., y Timmers, J. (2013) High performance work practices in small firms:A resourcepoverty and strategic decision-making perspective. Small Business Economics, 41(1), pp. 71-91. http://dx.doi.org/10.1007/s11187-012-9425-0.
• Lee., R., Mueller, L.B., y Miller, K.J. (1981) Sex, wage-earner status, occupational level and job satisfaction. Journal of Vocational Behavior, 18 (3), pp. 362-373.
• Lee, S. H. (2021) An attention-based view of strategic human resource management. Academy of Management Perspectives, 35(2), pp. 237-247
• Lepak, D.P., y Snell, S.A. (1999) The human resource architecture: Toward a theory of human capital allocation and development. Academy of Management Review, 24 (1), pp. 31-48.
• Lertxundi, A. (2011) Characteristics of human resource management in Basque cooperatives and their response to new international contexts. En Bakaikoa, B. y Albizu, E. (Eds): Current Reseach Series. Basque Cooperativism 6, pp 169-191. Nevada, Reno, Estados Unidos: center for Basque Studies. ISBN: 9781935709138.
• Lin, C., Yu-Ping Wang, C., Wang, C. Y., & Jaw, B. S. (2017) The role of human capital management in organizational competitiveness. Social Behavior and Personality: an international journal, 45(1), 81-92.Lingard, H., y Francis, V. (2006). Promoting diversity in construction by supporting employees’ work-life balance. En Gale, A.W., y Davidson, M.J., (Eds.). Managing Diversity and Equality in Construction. Initiatives and Practice (pp. 170-192). Taylor & Francis. ISBN: 978 0 415 28869 9.
• Lips-Wiersma, M., Wright, S., y Dik, B. (2016) Meaninful work: differences among blue-, pink-, and white collar occupations. Career Development International, 21 (5), pp. 534-551.
• Litchfield, L., Swanger, J., y Sigworth, F. (2004) Increasing the visibility of the invisible workforce: model programs and policies for hourly and lower wage employees. Boston College Center for Work & Family. Carroll School of Management.
• Lohman, C., Fortuin, L. y Wouters, M. (2004) Designing a performance measurement system: a case study. European Journal of Operational Research, 156 (2), pp. 267-286.
• Love, P.E., Edwards, D.J. e Irani, Z. (2010) Work stress, support, and mental health in construction. Journal of Construction Engineering and Management, 136 (6), pp. 650-658.
• Lucas, K. (2011) Blue-collar discourses of workplace dignity: Using outgroup comparisons to construct positive identities. Management Communication Quarterly, 25 (2), pp. 353-374.
• Macky, K., y Boxall, P. (2007) The relationship between “high‐performance work practices” and employee attitudes: An investigation of additive and interaction effects. The International Journal of Human Resource Management, 18(4), pp. 537–567.
• MacDuffie, J.P. (1995) Human Resource bundles and manufacturing performance: organizational logic and flexible production system in the world auto industry. Industrial and Labor Relations Review, 48 (2), pp. 197-221.
• Madinabeitia, D. (2016) El efecto de los sistemas de alto rendimiento y las actitudes de las personas en el rendimiento organizativo: un análisis multinivel y longitudinal. [Tesis doctoral. Mondragon Unibertsitatea. Goi Eskola Politeknikoa]. Ebiltegia. http://ebiltegia.mondragon.edu:8080/xmlui/handle/20.500.11984/1211?locale-attribute=es.
• Marín-García, J.A., Miralles, C., Garcia-Sabater, J.J., y Perello-Marin, M.R. (2011) Alternative tools to mass production and human performance indicators in sheltered work centers of Valencian community (Spain). Journal of Industrial Engineering and Management, 4 (3), pp. 467-480.
• Marín-García, J.A. (2013) What do we know about the relationship between High Involvement Work Practices and Performance? Working Papers on Operations Management, 4 (2), pp. 1-15. http://dx.doi.org/10.4995/wpom.v4i2.1552.
• Marquardt, M. J., Nissley, N., Ozag, R. and Taylor, T. L. (2000) Training and development in the United States. International Journal Training and Development 4 (2), pp. 138–149.
• Mansbridge, J. J. (1973) Time, emotion, and inequality: Three problems of participatory groups. The Journal of Applied Behavioral Science, 9 (2-3), pp. 351-368.
• Maxwell, J.A. (1996) Qualitative Research Design. Sage.
• Messersmith, J. G., y Guthrie, J. P. (2010) High performance work systems in emergent organisations: Implications for firm performance. Human resource management, 49 (2), pp. 241-264.
• 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), pp. 1105-1118. https://doi.org/10.1037/a0024710.
• Mittal, A., Dhiman, R., y Lamba, P. (2019) Skill mapping for blue-collar employees and organisational performance: A qualitative assessment. Benchmarking: An International Journal, 26 (4), pp. 1255-1274.
• Mondragon Corporation. (s.f.) Somos. https://www.mondragon-corporation.com/somos/.
• Morris, W. R., Conrad, K. M., Marcantonio, R. J., Marks, A., y Ribisl, K. M. (1999) Do blue-collar workers perceive the worksite health climate differently than white-collar workers? American Journal of Health Promotion, 13 (6), pp. 319-324.
• Morse, J. J., y Lorsch, J. W. (1970) Beyond theory Y. Harvard Business Review, 48, pp. 61-68.
• Mustosmäki, A., Oinas, T., y Anttila, T. (2017) Abating inequalities? Job quality at the intersection of class and gender in Finland 1977–2013. Acta Sociologica, 60 (3), pp. 228–245.
• Najjar, D., y Fares, P. (2017) Managerial motivational practices and motivational differences between blue-and whitecollar employees: Application of Maslow's Theory. International Journal of Innovation, Management and Technology, 8(2), pp. 81-84.
• Nishii, L. H., Lepak, D. P., y Schneider, B. (2008) Employee attributions of the “why” of HR practices: Their effects on employee attitudes and behaviors, and customer satisfaction. Personnel Psychology, 61(3), pp. 503-545.
• Nishii, L. H., y Wright, P. (2008) Variability within organizations: Implications for strategic human resource management. En Smith, D.B (Ed.), The people make the place: Dynamic linkages between individuals and organizations (pp. 225-248). Lawrence Erlbaum Associates.
• O'Farrell, B., y Harlan, S. L. (1982) Craftworkers and clerks: The effect of male co-worker hostility on women's satisfaction with non-traditional jobs. Social Problems, 29(3), pp. 252-265.
• Paauwe, J. (2009) HRM and performance. Achievements, methodological issues and prospects. Journal of Management Studies, 46 (1), pp. 129-142.
• Paauwe, J., y Boselie, P. (2005) HRM and performance: what next? Human Resource Management Journal, 15 (4), pp. 68-83.
• Paderna, R. D., Guiveses, M. L., Ong, S. J., y Tsai, J. L. (2020) Improving employee experience in a medium-sized retail chain through quality human resource management practices: does bifurcation bias in family firms moderate the nexus?. Review of Integrative Business and Economics Research, 9 (1), pp. 62-79.
• Pedraz Marcos A., Zarco Colón M., Ramasco Gutiérrez M., y Palmar Santos A.M (2014) Investigación Cualitativa. Elsevier España. ISBN: 978-84-9022-455-8.
• Pérez, M. P., Jiménez, M. J. V., Garcés, S. A., y Sánchez, Á. M. (2015) El enriquecimiento trabajo-familia: nuevo enfoque en el estudio de la conciliación y la satisfacción laboral de los empleados. Universia business review, 45, pp. 16-33.
• Pérez-Pérez, M., Martínez-Sánchez, A., Vela-Jiménez, M. J., y Abella-Garcés, S. (2017) Las medidas de conciliación en las empresas y la satisfacción laboral de los empleados: el papel explicativo del enriquecimiento trabajo-familia. Esic Market Economics and Business Journal, 48 (1), pp. 43-68.
• Pfeffer, J. (1994) Competitive advantage through people. California Management Review, 36(2), pp. 9-28.
• Plaskoff, J. (2017) Employee experience: The new human resource management approach. Strategic HR Review 16(3), pp. 136-141
• Pond III, S.B. y Geyer, P.D. (1991) Differences in the relation between job satisfaction and perceived work alternatives among older and young blue-collar workers. Journal of Vocational Behavior, 39(2), pp. 251-262.
• Pousette, A. y Hanse, J.J. (2002) Job characteristics as predictors of ill-health and sickness absenteeism in diferente occupational types –A multigroup structural equation modelling approach. Work & Stress, 16 (2), pp. 229-250.
• Price, J.L. y Mueller, C. W. (1981) Professional Turnover: The case of nurses. SP Medical and Scientific Books.
• Price J. L., Mueller C. W (1986) Handbook of organizational measurement. Marshfield: Pitman.
• Priem, R.L. y Buttler, J.E (2001) Is the resource-based “view” a useful perspective for strategic management research? Academy of Management Review, 26 (1), pp. 22-40.
• Rangarajan, A (2001) Staying On, Moving Up: Strategies to Help Entry-Level Workers Retain Employment and Advance in Their Jobs. En Kavis, R., y and Miller, M.S (Eds.). Low-Wage Workers in the New Economy, pp. 91- 110. The Urban Institute Press. ISBN: 0-87766-705-5.
• Ready, D. A., & Conger, J. A. (2007) Make your company a talent factory. Harvard Business Review, 85, pp. 68–77
• Renaud, S. (2002) Rethinking the union membership/job satisfaction relationship. Some empirical evidence in Canada. International Journal of Manpower, 23 (2), pp. 137-150.
• Ronen, S., y Sadan, S. (1984) Job attitudes among different occupational status groups: An economic analysis. Work and Occupations, 11(1), pp. 77-97.
• Roy, D. F. (1959) Banana time: Job satisfaction and informal interaction. Human Organization, 18 (4), pp. 158–168.
• Santhanam, N., y Srinivas, S. (2019) Modeling the impact of employee engagement and happiness on burnout and turnover intention among blue-collar workers at a manufacturing company. Benchmarking: An International Journal, 27 (2), pp. 499-516.
• Sashkin, M. (1976) Changing toward participative management approaches: A model and methods. Academy of Management Journal, 1 (3), pp. 75-86.
• Schreurs, B., Van Emmerik, H., De Cuyper, N., Notelaers, G. y De Witte, H. (2011) Job demands-resources and early retirement intention: Differences between blue and white-collar workers. Economic and Industrial Democracy, 32(1), pp. 47-68.
• Siddique, M., Procter, S., & Gittell, J. H. (2019) The role of relational coordination in the relationship between highperformance work systems (HPWS) and organizational performance. Journal of Organizational Effectiveness: People and Performance. Vol. 6 No. 4, 2019, pp. 246-266, DOI 10.1108/JOEPP-04-2018-0029.
• Takeuchi, R., Lepak, D. P., Wang, H., y Takeuchi, K. (2007) An empirical examination of the mechanisms mediating between high-performance work systems and the performance of Japanese organisations. Journal of Applied Psychology, 92 (4), pp. 1069-1083.
• Tessi, M. (2012) Comunicación interna en la práctica. Siete premisas para la comunicación en el trabajo. Ediciones Granica.
• Toor, S. U. R., & Ofori, G. (2010) Positive psychological capital as a source of sustainable competitive advantage for organizations. Journal of Construction Engineering and Management, 136(3), pp. 341-352.
• Toppinen-Tanner, S., Kalimo, R., y Mutanen, P. (2002) The process of burnout in White-collar and blue-collar jobs: Eight-year prospective study of exhaustion. Journal of Organisational behavior, 23 (5), pp. 555-570.
• Tregaskis, O., Daniels, K., Glover, L., Butler, P. y Meyer, M. (2013) High performance work practices and firm performance: a longitudinal case study. British Journal of Management, 24 (2), pp. 225-244.
• Tsai, C. (2006) High performance work systems and organizational performance: an empirical study of Taiwan’s semiconductor design firms. The International Journal of Human Resource Management, 17 (9), pp. 1512-1530.
• ULMA (s.f) Dimensión. https://dimension.ulma.com/ES/index.php.
• Uribetxeberria, U., Gago, M., Legarra, M., y Elorza, U. (2020) The link between HIWPs and well-being at work: the mediating role of trust. Employee Relations: The International Journal, 43 (4), pp. 842-857.
• Van de Broeck, A., De Cuyper, M., Luyckx, K., y De Witte, H. (2012) Employees´ job demands-resources profiles, burnout and work engagement: A person-centred examination. Economic and Industrial Democracy, 33 (4), pp. 691-706.
• Van De Voorde, K., y Beijer, S. (2015) The role of employee HR attributions in the relationship between highperformance work systems and employee outcomes. Human Resource Management Journal 25(1), pp. 62–78.
• Vinel, J. C. (2013) The Employee. A Political History. University of Pennsylvania Press. ISBN: 978-0-8122-4524-0.
• Way, S.A (2002) High performance work systems and intermediate indicatos of firma performance within the U.S. small business sector. Journal of Management, 28 (6), pp. 765-785.
• Weaver, C. N. (1975) Job preferences of white collar and blue collar workers. Academy of Management Journal, 18(1), pp. 167-175.
• Weaver, C.N. (1980) Job Satisfaction in the United States in the 1970s. Journal of Applied Psychology, 65 (3), pp. 364– 367.
• Whitener, E.M (2001) Do high commitment human resource practices affect employee commitment? A cross-level analysis using hierarchical linear modelling. Journal of Management, 27 (5), pp. 515-535.
• 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), pp. 21–36. https://doi.org/10.1111/j.1748- 8583.2003.tb00096.x.
• Wright, P., Dunford, B. y Snell, S. (2001) Human resources and the resource based view of the firm. Journal of Management, 27(6), pp. 701-721.
• Wright, P.M y Kehoe, R.R. (2008) Human resource practices and organizational commitment: a deeper understanding. Asia Pacific Journal of Human Resources, 46 (1), pp. 6-20.
• Wright, P.M., McMahan, G.C. y McWilliams, A. (1994) Human resources and sustained competitive advantage: A resource-bases perspective. International Journal of Human Resource Management, 5(2), pp. 301-326.
• Wright, I., Bengtsson, C., y Frankenberg, K. (1994) Aspects of psychological work environment and health among male and female white-collar and blue-collar workers in a big Swedish industry. Journal of Organizational Behavior, 15 (2), pp. 177-183.
• Wood, M. T. (1973) Power relationships and group decision making in organizations. Psychological Bulletin, 79 (5), pp. 280-293.
• Wu, P. C., y Chaturvedi, S. (2009) The role of procedural justice and power distance in the relationship between highperformance work systems and employee attitudes: A multilevel perspective. Journal of Management 35 (5), pp. 1228-1247.
• Zhang, M., Zhu, C. J., Dowling, P. J., y Bartram, T. (2013) Exploring the effects of high-performance work systems (HPWS) on the work-related well-being of Chinese hospital employees. The International Journal of Human Resource Management, 24 (16), pp. 3196-3212.
• Zhai, X., & Tian, X. (2020) Do performance measures matter in the relationship between high-performance work system and organizational performance?. International Journal of Manpower. Vol. 41 No. 3, 2020 pp. 241-257 DOI 10.1108/IJM-04-2018-013.
• Yin, R. K. (2003) Case Study Research. Design and methods. Tercera edición. Sage publications. ISBN: 0-7619-2552- X.
• Yin, R. K. (2018) Case study research and applications: Design and methods. Sage publications. ISBN: 9781506336169.