Deybbi Cuéllar-Molina

Purpose: This study investigated whether bundles of human resource practices – ability, motivation and opportunity (AMO) – related differently to job satisfaction depending on employees' chronological age in the tourism and hospitality sector. Drawing on conservation of resources (COR) theory and Socioemotional selectivity theory (SST), it examined how junior and senior employees perceived AMO bundles as workplace resources based on their age-related priorities. Design/methodology/approach: A survey was conducted with 417 tourism employees in Gran Canaria (Spain). Data were analyzed using partial least squares-structural equation modelling (PLS-SEM) multigroup analysis to assess differences in AMO bundle responses between junior and senior employees. Findings: The findings revealed that, contrary to expectations, the ability bundle was more strongly associated with job satisfaction among senior employees, suggesting that skill-enhancing practices may serve as stabilizing resources for employees later in their working lives. The motivation bundle was positively linked to job satisfaction across age groups, with no significant moderating effect of age. In contrast, the opportunity bundle increased satisfaction among junior employees but exhibited a negative association among senior workers, who may perceive participatory demands as additional stressors in high-pressure service environments. Practical implications: The study offers practical guidance for age-sensitive human resource design in high-turnover contexts and contributes to more inclusive and sustainable workforce management. Originality/value: These findings refine the AMO framework by indicating that its effectiveness varies with employees' age, and that distinct human resource bundles are valued differently depending on workers' life stage and age-related priorities.

Purpose: We build on the main tenets of the social exchange theory and the job demands-resources theory to investigate the black box through which high-performance work systems (HPWS) influence employee outcomes. Specifically, we analyse both direct effects on employees’ turnover intentions and job performance and indirect effects through increased job satisfaction. Design/methodology/approach: Data were gathered from 417 employees working in hotels, restaurants and car rental offices located in the Canary Islands (Spain). Findings: Through partial least squares structural equation modelling, we confirm that HPWS positively influence job satisfaction, which in turn decreases turnover intentions and enhances performance. Research limitations/implications: This study contributes to the human resources management (HRM) literature by empirically validating job satisfaction as a mediating mechanism linking HPWS with employee outcomes in tourism, a relationship previously underexplored. For practice, it offers specific guidance on implementing HPWS to reduce turnover and improve performance, highlighting specific bundles for that aim. Originality/value: This study is among the first to examine the associations between HPWS and several individual-level variables through job satisfaction. Moreover, it includes a diverse sample of employees from different tourism subsectors. We also extend the HPWS literature by testing the effects of AMO bundles, providing a disaggregated view of HRM practices.

Purpose: Based on conservation of resources (COR) theory, this study analyses how servant leadership and high-performance work systems (HPWS) provide employees with valuable resources that help them cope with work demands and preserve or increase personal and job resources, which in turn enhances their work-life balance (WLB) and job satisfaction. Design/methodology/approach: A sample of 253 hotel workers from Gran Canaria was surveyed. The study used partial least squares structural equation modelling (PLS-SEM) to test the hypotheses. Findings: Both servant leadership and HPWS positively affect employees’ job satisfaction. Additionally, WLB plays a mediating role in explaining how servant leadership and HPWS can increase employees’ job satisfaction. Practical implications: Our findings offer practical guidance for hotel managers on implementing strategies that foster employee well-being and enhance performance through a combination of servant leadership and HPWS. Originality/value: This study is among the first to investigate the mediating role of WLB between servant leadership, HPWS and job satisfaction in the hospitality sector. By applying COR theory, it offers new insights into the interaction between personal and job-related resources and their impact on employee outcomes.

El trabajo explora el papel de la inteligencia espiritual (IE) del emprendedor en el desempeño de sus funciones, logro de objetivos y el éxito. Se realiza una revisión de la literatura sobre IE y 5 entrevistas a emprendedores de diferentes culturas. Concluyendo que existe un vínculo entre el emprendimiento y la IE, en su dimensión intrapersonal e interpersonal, principalmente en términos de autoeficacia, motivación y liderazgo de los empleados. La IE se refleja en el desarrollo del emprendimiento, no como fuente de pasión o interés por emprender.

Purpose: This paper aims to examine the influence of the emotional intelligence (EI) of the human resources (HR) decision-maker on firm performance in small and medium-sized enterprises (SMEs), as well as the possible mediating role of the use of a system of HR practices in that relationship.Design/methodology/approach: The research involves a sample of 157 managers responsible for HR in SMEs. SMEs are examined because in these firms, decisions are not usually adopted on a collegiate basis. It makes these firms an ideal context for studying the relationship between HR decision-maker’s EI and firm performance.Findings: Results show that the HR decision-maker’s EI determines firm performance in terms of generation of valuable HR and financial outcomes. They also confirm the mediating role of the system of HR practices in that relationship.Research limitations/implications: This research suggests that an adequate understanding of the importance of EI can guide efforts to boost SMEs competitiveness. Thus, as SMEs are an important part of the business fabric in the majority of developed economies, the implications of this study are significant.Originality/value: Findings in this research suggest that the workplace is not managed exclusively on a cognitive basis since emotional competences may play an important role in the HR management and SMEs’ performance.

Purpose: The purpose of this paper is to examine the influence of the emotional intelligence (EI) of the person in charge of making human resource management (HRM) decisions on the adoption of high-performance human resource (HR) practices in small- and medium-sized enterprises (SMEs).Design/methodology/approach: This study takes evidences from 157 HR decision makers in SMEs who autonomously make the decisions in the HR area and were responsible for the HR practices in their firm. The authors used multiple linear regression analysis to test the hypotheses.Findings: Results show that both the EI and the different EI competencies of which it is comprised affect the adoption of various HR practices. Thus, the main theoretical contribution of this work stems from the incorporation of a psychological variable (EI) as an antecedent of HRM. Managers of the SME will find guidance about which emotional competencies are the most important for them to be more successful in their roles and for improving HRM.Research limitations/implications: First, the sample of firms the authors studied is limited to a specific geographic area in one country – Spain (Canary Islands) – that will necessarily limit generalisation of the results obtained to other populations of SMEs. Researchers should replicate the current model in other geographic areas. Second, and with regard the methodology, researchers could explore other tools to measure EI and emotional competencies. It would be interesting to measure this construct using qualitative analytical techniques, with 360 – or 180 – degree tools. Finally, the current study is cross-sectional in nature, which limits our ability to draw causal inferences from the data. This cross-sectional design prevents us, for example, from analysing EI’s influence on the continued development of high-performance HR practices over time. Future research using longitudinal methodologies to study these variables could provide additional advances in this area. This work makes important contributions to both the literature and the business world. With regard to the theoretical implications, results confirm that EI as a whole, as well as in terms of its specific emotional competencies, affects the decision making related to the adoption of high-performance HR practices, which is known to contribute to the organisational performance.Practical implications: With regard its practical implications, SMEs’ owners-managers and HR practitioners may find our results and conclusions interesting. Indeed, recommendations in business management have often been accompanied by new approaches in HRM (Kent, 2005), as this study proposes. In particular, managers will find evidence of how a decision-maker’s higher EI propitiates the adoption of high-performance HR practices, thus being able to improve HRM in their SMEs. Moreover, managers will obtain guidance on which emotional competencies are the most important for adopting each HR practice, and so find greater success in their HRM roles. SMEs could organise programmes to develop the HR decision-maker’s emotional competencies, as large firms do for their executives.Originality/value: Thus, the main theoretical contribution of this work stems from the incorporation of a psychological variable (EI) as an antecedent of HRM. Managers of the SME will find guidance about which emotional competencies are the most important for them to be more successful in their roles and for improving HRM.

Purpose: Organisational change is increasingly important and interesting to study. Change may affect employees’ attitudes and impact on their well-being. In this regard, it is important to examine how organisations enhance employees’ well-being when the competitive environment requires organisational changes whose implementation could cause well-being to deteriorate. Research suggests that human resource management practices (HRMPs) may have a positive impact on well-being. However, there is little research that analyses how the internal and external contexts of changing organisations may influence the outcome of HRMPs as regards well-being, which is of interest as it pertains to the application of suitable HRMPs in every setting. Thus, to address this research gap, the purpose of this paper is to analyse how employees’ perceptions of HRMPs and support from supervisors enhance well-being, taking into account the national cultural context of organisations. Design/methodology/approach: Linear regression models tested the proposed hypotheses on a sample of 10,866 employees from 18 European countries who participated in the Fifth European Working Conditions Survey. Of the total sample, 5,646 respondents were involved in substantial restructuring and organisational change. Findings: Results confirm the importance of national “uncertainty avoidance” values in the choice of the proper HRMPs to enhance employees’ well-being. Originality/value: The literature highlights that HRMPs and supervisor support have a positive impact on well-being, and it also warns that national culture may condition the outcomes of human resource (HR) interventions. Based on this, the current study analyses how such HR interventions enhance well-being, taking into account national cultural context of organisations in both stable contexts and those involving change.

The advancement of women to top management positions positively affects firm competitiveness. However, this advancement may also negatively affect individuals as women find themselves forced to overwork to match their male counterparts in organisations, which can cause a decrease in their professional well-being. Although the literature highlights that human resource practices (HRPs) have a positive impact on well-being, it also warns that national institutions may condition the adoption of HRPs by organisations. If that is true, institutions may become either a challenge to—or trigger for—female managers’ well-being. Accordingly, this study analyses the effects of institutions and the mediating effects of HRPs on the influence that is exerted by institutions on well-being. The empirical analysis, which was carried out on a sample of 575 female managers located in 27 European countries, confirms the direct and indirect effects (through HRPs for work–life balance and role clarity) of institutions on female managers’ well-being at work.

Parents returning to work after the arrival of a new son or daughter is an important question for understanding the trajectory of people's lives and professional careers amid current debates about gender equality and work-life balance (WLB). Interestingly, current research concludes that general WLB practices at the workplace may be necessary in the specific case of women returning to work after childbirth because of the particular maternal and infant factors involved. However, WLB practices as a flexible arrangement may work against women because they may be viewed as a lack of organizational commitment. Therefore, research on this topic could benefit from considering supervisor support as a complement of such practices, but previous research has analyzed WLB and supervisor support separately and scarcely. To fill this gap in the literature, we use two sub-samples of 664 female employees and 749 male employees with children under the age of one from 27 European countries participating in the 6th European Working Conditions Survey (EWCS-2015) to study the impact of perceived WLB on European women's perceived well-being after childbirth, in contrast with previous literature. We also analyze the impact of perceived supervisor support (SS) and its interaction with perceived WLB on women's well-being after childbirth, and explore differences with men after childbirth, a collective underexplored by the literature. We find significant gender differences on the relative impact of WLB, SS, and their interaction on perceived job well-being. Our results have important implications for human resource practices in organizations. In particular, they suggest that gendered WLB practices should be encouraged, and stress the relevance of the human factor over human resource practices in addressing the difficulties that women returning to work face after childbirth.