Organizational flexibility impact on high performance human resources practices: empirical study

Abstract

Companies need to be flexible to adapt to the competitive environment. The flexibility of the employee's behaviour is an indicator of the flexibility of the company. The more flexible the management practices of human resources, the overall flexibility of the company will increase. Therefore, this paper is to determine whether high-performance practices supported by organizational variables that improve the flexibility of the company, have a positive impact on employee commitment. We analise this relationship in companies that are highly valued by the Great Place to Work in terms of human resource practices. Through cluster analysis, we conclude the existence of two groups of companies: one in which companies use high-performance practices but are at an initial stage achieving a high employee commitment although the organization is not too flexible, and a second group that conducted high-performance practices get better results in terms of commitment having a very flexible organizational structure