Exploring the antecedents of high-performance work practices: empirical evidence from Ibero-America

Abstract

Purpose

This article analyzes the impact of the national culture, the dependence of the sector of activity on human capital, and the multinational character of the firm involved, on the degree of implementation of high performance work practices (HPWPs) in Ibero-American companies.

Design/methodology/approach

This quantitative study results from a survey of 614 Ibero-American firms, in 6 different countries. Multiple regressions were performed to test the hypothesis proposed.

Findings

HPWPs for employee recruitment and selection have been frequently implemented in Ibero-American countries. Three factors, i.e. national culture, degree of multinationality, and degree of dependence of the sector of activity on human capital, have a strong influence on the degree of implementation of HPWPs in general, at different degrees. For example, recruitment and selection practices are conditioned by the degree of multinationality, individualism, uncertainty avoidance, and power distance, while they are not influenced by masculinity and by the sector of activity.

Practical implications

HR managers must align the design and execution of HPWPs with the national culture, and with the characteristics of the sector of activity, they belong to. Domestic companies should also aspire to achieve the higher standards of multinational companies for specific HPWPs.

Originality/value

This study, to the authors’ best knowledge, is the first to provide insights into the influence of the three factors mentioned above on the degree of implementation of HPWPs in Ibero-American firms, using multiple regression analysis. The authors examine in this article a larger set of HPWPs than does most of the existing empirical literature.

Citation

Gutiérrez-Martínez, I., Sancho y Maldonado, A., Costamagna, R. and Duhamel, F. (2023), "Exploring the antecedents of high-performance work practices: empirical evidence from Ibero-America", Evidence-based HRM, Vol. 11 No. 3, pp. 352-371. https://doi.org/10.1108/EBHRM-04-2021-0069