Utilización de los LFSR en modelos de transmisión de datos con técnica de Espectro

41 This paper has outlined research opportunities in relation to HR differentiation between professional and managerial jobs in heteronomous professional organizations. Previous research examined differences in effects of high-involvement HR systems between these two job groups, adopting an economic (control-theoretical) perspective (Krausert, 2014). At a more abstract level, the existing literature also encompasses theory and empirical evidence on economic effects of high-involvement, productivity-oriented, and control-oriented HR systems across broader job categories, adopting an integrated human-capital-/transaction-cost-theoretical and strategic value perspective (Lepak & Snell, 1999, 2002). The current paper adds to such literature by exploring HR differentiation between professional and managerial jobs from four broad theoretical

perspectives, including not only economic but also psychological, institutional, and technical- feasibility perspectives. Additionally, the paper has integrated a stream of literature on

professionalism as well as various research studying the management function across those four perspectives. The literature on professionalism has, to some extent, already been exploring HR- related differences between professional and managerial employees (e.g., Freidson, 2001; Wallace, 1995). However, it has generally been providing more detail on HRM practices for professional than for managerial employees. And its theoretical perspective has been exclusively institutionalist. An integration of literature across these four broad theoretical perspectives represents an expansion on recent calls for a greater integration of macro and micro perspectives on HRM (Ployhart & Hale, 2014; Wright et al., 2014). The paper has illustrated how research would benefit from an integration of perspectives beyond just economic and psychological perspectives to also include perspectives that help define technical and social constraints on HRM, introducing the context that influences attitudinal and behavioral responses of employees as well as the firm-level economics of HRM in practice.

42 The paper should help advance the practical relevance of the HR differentiation literature. The arguments that were developed in relation to two specific and common job groups (see Table 1) should be both more easily testable and applicable in more immediate ways compared to previous approaches which have been characterizing job groups in more abstract terms. A discussion of firm-level economic choices within the context of technical-feasibility and institutional influences should render the theory more realistic and, thus, practically relevant, compared to discussions of economic choices devoid of context. The inclusion of the

institutional perspective (as an otherwise less commonly adopted “bigger picture” perspective) has further drawn attention to potential consequences of HRM practice choices that have previously remained beyond the horizon of firm-level economic perspectives: Integrating the functionalist institutional perspective with the resource-based view, it was argued that recent trends toward firm-level HR homogenization, while perhaps increasing financial and operational performance in the near term, may potentially be associated with longer term risks in terms of reduced levels of professional skill and reduced dedication to higher-order professional goals.

This paper was specifically concerned with HR differentiation at the job-group level within the firm, that is, between regularly employed managerial and professional employees. It was not concerned with HRM systems of professional contractors or with talent management programs that differentiate HRM practices between more and less talented employees in the same job group. The arguments of the paper were developed in the context of heteronomous professional organizations. They are not applicable in the same way in the context of

professional organizations (such as law firms, auditing firms, or universities). Finally, the arguments of the paper were based on a conceptualization of professionalism developed in the Anglo-American context. The arguments might not apply in the same way in other institutional

43 contexts.

44

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50

Table 1: Theoretical predictions for HRM systems of professional and managerial employees

Theoretical perspective

Professional employees Managerial employees

Technical feasibility

Greater space of feasible HRM practices:

 Sourcing strategies focused either

predominantly on “buying” human capital, “making” human capital, or a combination of both

 Employee coordination strategies

revolving predominantly around output and clan control (including organizational- and/or occupational-level “clans”)

Smaller space of feasible HRM practices:

 Sourcing strategies focused

predominantly on “making” human capital

 Employee coordination strategies

revolving predominantly around behavior and clan control

(organizational-level “clans” only)

Institutionalism Stronger institutions:

 Qualification and development practices

(as well as associated knowledge, skills, and behaviors) governed by professional institutions

 Selection, assessment, and reward

decisions made within networks of professional employees (importance of professional credentialing)

 Individual task autonomy in flat

hierarchies (informal coordination through “clans”)

 High mobility across organizations,

limited vertical mobility

 Nesting of professional clan within

organizational-level bureaucracy/clan of heteronomous professional organizations

Weaker institutions:

 Scope to adopt a wider range of HRM

practices associated with career HRM system (internal job ladders, seniority- based progression, narrow job

definitions) and with high-involvement HR system (team-based work

organization, broad job definitions, selective hiring, extensive training and development, incentives linked to team/organizational performance)

Psychology Social exchange perceptions weaker:

 Less value attached to firm-specific

training, development, and career opportunities and employment security

 Less perceived need to reciprocate

Social exchange perceptions stronger:

 More value attached to firm-specific

training, development, and career opportunities and employment security

 Greater perceived need to reciprocate

Economics Smaller economic benefits of integration in firm-level hierarchy/clan

 Free-riding and hold-up problems

associated with internal human capital development

 Lower returns on investments in job

embeddedness due to effective professional labor markets and lower

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