La percepción del colectivo médico sobre la gestión del proceso de desvinculación

Resumen: El concepto y el proceso de desvinculación están evolucionando rápidamente. El objetivo del artículo es conocer las percepciones de los profesionales de la medicina de Cataluña (España) sobre el proceso de desvinculación e identificar estrategias y configurar propuestas que permitan un ajuste más satisfactorio. Mediante una aproximación cualitativa, se han realizado 16 entrevistas en profundidad a personas clave del contexto sanitario (fase 1) y 6 grupos focales a 72 personas, atendiendo a criterios muestrales (fase 2). El análisis es interpretacional, siguiendo los supuestos de la Grounded Theory. La comparación y triangulación constante de los resultados generados por las diferentes técnicas e investigadores muestra la representación social que tiene la organización sanitaria actual, inmersa en el nuevo modelo de gestión pública, sobre el colectivo médico y su proceso de desvinculación. En este sentido, la jubilación es vista como un tema personal y ajeno a las políticas de recursos humanos, más interesadas en rejuvenecer plantillas con un “coste” menor. Ante esta situación se proponen alternativas que valoren la pericia y experiencia del médico antes de desvincularse de la organización sanitaria

Sustainable development and human resource management. A science mapping approach

Financiación ECO2017-82208-PThis manuscript presents a systematic review of "sustainable human resource man-agement"(HRM), highlighting its major themes and the evolution and tendenciesobserved in this field. It contributes to the development of this relatively new topic,offering a critical evaluation and identifying the highest impact research strands.The Web of Science database returned 111 documents spanning the period 1997-2018, and a conceptual science mapping analysis based on co-word bibliographic net-works was developed, using SciMAT as an analytical tool. The motor themes (welldeveloped and important for the structure of the discipline) in the field of sustainableHRM areenvironmental management,socially responsible HRM, andturnover.Employeeengagementis a specialised theme (well developed but less important for the struc-ture of the research field),human resource practicesis a basic or transversal theme(important for the discipline but not developed), andsustainable leadershipandenvi-ronmental performanceare emerging themes (both weakly developed and marginalto the field).Management and Marketing Department (University of Pablo de Olavide

Characteristics of sustainable HRM system and practices for implementing corporate sustainability

The current mutual benefit-focused HRM practices have a limited role in enhancing organization–stakeholder relationships to achieve organizational financial performance and human/social and environmental outcomes of corporate sustainability business strategy. Hence, sustainable HRM evolved as a discipline to facilitate a new understanding of organization–stakeholder relationships. Although there are many definitions available in the sustainable HRM literature, currently there is no established set of characteristics for sustainable HRM practices. The characteristics of sustainable HRM practices are important to operationalize an organization’s corporate sustainability business strategy using HR as a core business competency. In this article, distinct pro-financial, social/human and ecocentric characteristics are proposed for each of the identified HRM practices for sustainable HRM system to facilitate employee behaviours to achieve corporate sustainability outcomes. Furthermore, the synthesis effects of bundles of HRM practices in the sustainable HRM system to enhance integrated outcomes of corporate sustainability are explored. An attempt was also made to theoretically explain the difference in characteristics of HRM practices between the control, commitment (strategic) and sustainable HRM systems to feature the distinct characteristics of sustainable HRM practices. Finally, practical and empirical implications are provided

​Neither Western not Indian:HRM policy in an Indian multinational

The spotlight is increasingly on the human resource management (HRM) strategies of Indian-owned multinational enterprises (MNEs), including those that operate within the country\u27s fast-growing business process offshoring (BPO) sector. Brewster et al. (2007: 206) argue that there exists a \u27need for a broader geographical base to our understanding of\u27 international human resource management. One of the important reasons for studying HRM strategies in diverse geographical locations is to examine the trajectories of policies in new multinational companies in emerging economies to assess if they mirror Western-derived models such as the life cycle schemes of Adler and Ghadar (1990) or Heenan and Perlmutter (1979). Until relatively recently (e.g. Kumar et al., 2009; Sauvant et al., 2010), there has been little discussion about how distinctive the HRM practices of Indian multinationals are and whether they are exportable or imitable. Cappelli et al. (2010: 4-5) claim there is a concept of an \u27India Way\u27 that encapsulates a national business philosophy, constructed on four pillars, including HRM dimensions such as holistic engagement with employees, improvisation and adaptability ( jugaad in Hindi), creation of innovative value propositions and recognition of businesses\u27 wider societal role. This book also claims international transferability of some practices, such as establishing a sense of social mission and employee engagement (Cappelli et al., 2010: 197-207)