Ulises, Kuong Rod íguez Jo ge; José, A ana Ba bie Pablo
A icle
Impac o human ac o managemen on company
p oduc i i y: he mode a ing e ec o digi aliza ion
Cogen Business & Managemen
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Sugges ed Ci a ion: Ulises, Kuong Rod íguez Jo ge; José, A ana Ba bie Pablo (2024) : Impac o
human ac o managemen on company p oduc i i y: he mode a ing e ec o digi aliza ion,
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Impac o human ac o managemen on
company p oduc i i y: he mode a ing effec o
digi aliza ion
Kuong Rod íguez Jo ge Ulises & A ana Ba bie Pablo José
To ci e his a icle: Kuong Rod íguez Jo ge Ulises & A ana Ba bie Pablo José (2024) Impac o
human ac o managemen on company p oduc i i y: he mode a ing effec o digi aliza ion,
Cogen Business & Managemen , 11:1, 2371064, DOI: 10.1080/23311975.2024.2371064
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Cogen Business & ManageMen
2024, VoL. 11, no. 1, 2371064
Impac o human ac o managemen on company p oduc i i y: he
mode a ing e ec o digi aliza ion
Kuong Rod íguez Jo ge Ulises and a ana Ba bie Pablo José
Cen RuM Ca olica g adua e Business school, Pon i icia uni e sidad Ca olica del Pe u, Lima, Pe ú;
ABSTRACT
he pu pose o his esea ch was o s udy he impac o human ac o managemen on
company p oduc i i y, wi h digi aliza ion as a mode a ing a iable, wi h emphasis on
medium and la ge companies in he se ices sec o , in lima, Pe u. his esea ch has a
quan i a i e app oach and c oss-sec ional design. he echnique used was s uc u al
equa ion modeling wi h he maximum likelihood es ima ion me hod. he s udy was
ca ied ou wi h a sample o 330 people om he banking sec o in he ci y o lima,
in Pe u. Fo s a is ical analysis, con i ma o y Fac o ial analysis, and hypo hesis es ings,
he sPPs aMOs ool was used. a concep ual model based on Dynamic capabili y View
heo y was de eloped ha allows us o be e unde s and he phenomenon o he
impac o human ac o managemen on he p oduc i i y o companies, unde he
mode a ing e ec o digi aliza ion. as he main conclusions o his esea ch, i was
ound ha he e is a posi i e ela ionship be ween he human ac o managemen and
he company p oduc i i y; likewise, i was ound ha digi aliza ion has a mode a ing
e ec in he ela ionship be ween human ac o managemen and p oduc i i y, wi h
he excep ion o he human ac o pe o mance app aisal. hese indings con ibu e o
he exis ing li e a u e and deba e, as well as, allow o de e mine which dimensions o
human ac o managemen can be enhanced unde he impac o a digi al en i onmen ,
hus con ibu ing be e o business pe o mance.
In oduc ion
human ac o is he se o knowledge, compe ence, a i ude and beha io embedded in an indi idual
(Ras ogi, 2002), and is a key elemen in imp o ing p oduc i i y and main aining he compe i i e ad an-
age o a company (schulz, 1993). companies mus apply app op ia e managemen p ac ices o people,
in o de o ake ad an age o hei possibili ies and achie e an ad an age h ough he human ac o , in
o de o achie e be e pe o mance o espond o u bulen en i onmen s ( u ulja & Bajgo ic, 2018).
in oday’s highly a iable and compe i i e en i onmen , ad anced digi al ools enable companies o
educe cos s, inc ease p oduc i i y, imp o e p oduc de elopmen , achie e as e ime o ma ke , add
alue o p oduc s h ough dedica ed se ices, and imp o e cus ome ocus, in a ious elemen s o he
alue chain (Bue e al., 2021; Del guidice e al., 2021). indus y 4.0 (i 4.0) e e s o he ou h indus ial
e olu ion gene a ed by he adop ion o digi al echnologies in business and socie y (U bach & Röglinge ,
2019). indus y 4.0 eme ges simul aneously wi h he usion o echnologies in a digi al ecosys em, and
he e ms digi aliza ion and indus y 4.0 a e o en used concomi an ly (hi sch-K einsen, 2016). he cu -
en phenomenon o accele a ed digi aliza ion o he i4.0 economy gene a es g ea e p oduc i i y, con-
nec i i y and a ious ans o ma ions in wo k o ce skills (and oniceanu e al., 2020). he concep o
indus y 4.0 is an oppo uni y o he de elopmen and imp o emen o compe i i eness, bu he e a e
also complica ions o he managemen o he human ac o such as he educ ion o c ea i i y, which
can occu due o he au oma ion o machines and he disappea ance o he human ac o in p oduc ion
© 2024 he au ho (s). Published by in o ma uK Limi ed, ading as aylo & F ancis g oup.
CONTACT Kuong Rod íguez Jo ge ulises [email p o ec ed].pe Cen RuM Ca olica g adua e Business school, Pon i icia uni e sidad
Ca olica del Pe u, J . Daniel alomía Robles 125, u b. Los Álamos de Mon e ico, san iago de su co, 15023 Lima, Pe ú.
h ps://doi.o g/10.1080/23311975.2024.2371064
his is an open access a icle dis ibu ed unde he e ms o he C ea i e Commons a ibu ion License (h p://c ea i ecommons.o g/licenses/by/4.0/), which
pe mi s un es ic ed use, dis ibu ion, and ep oduc ion in any medium, p o ided he o iginal wo k is p ope ly ci ed. he e ms on which his a icle has been
published allow he pos ing o he accep ed Manusc ip in a eposi o y by he au ho (s) o wi h hei consen .
ARTICLE HISTORY
Recei ed 12 Janua y 2024
Re ised 29 Ma ch 2024
accep ed 14 June 2024
KEYWORDS
human ac o
managemen ; business
pe o mance;
p oduc i i y;
digi aliza ion; indus y 4.0
REVIEWING EDITOR
an onio Mon e o-na a o,
Uni e sidad Rey Juan
ca los, spain
SUBJECTS
Business, Managemen
and accoun ing; indus y
& indus ial s udies;
in o ma ion echnology
2 K. R. JORge Ulises anD a. B. PaBlO JOsÉ
echnology (ho á h & sze b, 2018). he e o e, managing he human ac o in he e a o digi aliza ion
ep esen s one o he mos impo an challenges, since i equi es highly quali ied pe sonnel a all le els
(he ceg e al., 2020; Khanzode e al., 2021).
in he las 30 yea s, mul iple esea ch s udies ha e been ca ied ou be ween he ela ionship: people
managemen and company pe o mance, p o ing ha he e is a posi i e ela ionship be ween hem, and
his link con inues o be he subjec o s udy (Dukić Mija o ić e al., 2020). in he cu en con ex , he ole
o digi aliza ion in company pe o mance has inc easingly inc eased, since digi aliza ion is a p o ound phe-
nomenon, wi h s ong implica ions in all a eas (Ma e al., 2015). While he e a e a g owing numbe o
esea ch con ibu ions on he pe o mance consequences o hRM, he main indings ail o o e consis en
and compelling e idence on hRM pe o mance in a digi al en i onmen ( he es & s ohmeie , 2023).
he con ex o he cOViD-19 pandemic, has signi ican ly accele a ed he pace o digi aliza ion o hR
p ocesses (Za yalo a e al., 2022). O ganiza ions in es in human esou ce managemen sys ems o
imp o e employee p oduc i i y by inc easing he use o echnology (lempinen & Rajala, 2014). Because
digi al ans o ma ion is eplacing exis ing skill se s a an inc easing a e, human ac o specialis s a e
equi ed o accep and emb ace he ans o ma ion, as well as de elop hei capaci y o adap o his
new landscape (scholz, 2017), his is why he bigges challenge o i4.0 seems no o be echnology, bu
people (ejsmon , 2021). he e o e, app op ia e in oduc ion o digi al ools in o pe sonnel managemen
sys ems can be he key o success ul business ope a ions in a mode n in o ma ion en i onmen . his is
a new wo ld o hR echnologies and p ojec eams, which will open new oppo uni ies o ans o m he
impac o he human ac o on business (sa as ano e al., 2019). he e is a pauci y o esea ch on wo k-
place digi aliza ion and i s implica ions o implemen a ion in o ganiza ions, pa icula ly in ela ion o i s
impac on employee ou comes (nguyen e al., 2024). he e is a need o p oac i ely iden i y and add ess
challenges hinde ing he adop ion o digi al hRM p ac ices o accele a e he p ocess o digi aliza ion o
hRM (chapano e al., 2023).
Li e a u e e iew and hypo heses de elopmen
human ac o managemen was de ined by Boselie (2010) as he ela ionship ha exis s be ween
employees and he o ganiza ion. is he p ocess o managing employees who use o he esou ces o
achie e o ganiza ional objec i es (schule & MacMillan, 1984). i has been de e mined h ough empi ical
wo k ha he e a e ou dominan unc ions o human ac o managemen : (a) ec ui men and selec ion,
(b) pe o mance app aisal, (c) aining, and (d) compensa ions (e ans, 2003; Fomb un e al., 1984;
sca b ough, 2003), and hese a e he dimensions ha we e adop ed in his esea ch.
Rec ui men and selec ion is he o ganiza ionally a icula ed p oposal, wi h heo e ical and p ac ical con-
cep s, o sea ch o employees, encou age hem o apply and selec hem, wi h he objec i e o ha moniz-
ing he alues, in e es s, expec a ions and compe encies o people wi h he cha ac e is ics and demands
o he posi ion and he o ganiza ion (a ms ong, 2009), acco ding o Boselie e al. (2005) du ing his p o-
cess, he igh pe son who is selec ed o he equi ed knowledge and quali ica ions will be assigned o
he app op ia e ask posi ion o educe cos s and maximize bene i s. Pe o mance app aisal can be de ined
as he con inuous p ocess o obse ing and e alua ing employee pe o mance agains a p ede e mined
wo k- ela ed s anda d (Boselie e al., 2005), is a basic elemen o human ac o managemen used as a
mechanism o imp o e employee pe o mance, p o ide eedback o employees, and p o iding he basis o
many decisions (cummings & Wo ley, 2000). aining is de ined as he deli e y o use ul skills, ideas and
knowledge h ough eaching, o be able o pe o m p ac ical wo k in a quali ied manne , aining is he
con inuous e o and a emp designed o imp o e he skill and pe o mance o he employee (Mahony
e al., 2001). compensa ions a e he o ganiza ionally a icula ed p oposal, wi h heo e ical and p ac ical
concep s, o ewa d he pe o mance and compe ence o employees h ough emune a ion and incen i es
(Bohlande & snell, 2009). Kahn (1990) s a ed ha as employees pe cei e ha hei o ganiza ion p o ides
an adequa e compensa ion package o hei wo k, hei le el o commi men will be highe .
P oduc i i y as a gene al concep is de ined as he ex en o which a company e icien ly pe o ms i s
basic unc ions (Wall e al., 2004). Fo measu emen pu poses, pe cei ed labo p oduc i i y will be used
in his esea ch, which is he p oduc i i y o an o ganiza ion a ec ed by ce ain cha ac e is ics and
beha io s o he wo ke , in which psychological and psychosocial p ocesses a e imme sed (saa i & Judge,
cOgen BUsiness & ManageMen 3
2004). in his esea ch, he ocus was on pe cei ed labo p oduc i i y o wo easons: (a) because
changes in p oduc i i y ela ed o digi aliza ion a e di icul o cap u e using economic measu es, since
such measu es can co e a wide ange o o ganiza ional ac i i ies and uses o i (B ynjol sson, 1993;
B ynjol sson & hi , 2003), and (b) p oduc i i y is a mul idimensional cons uc ha is di icul o e alua e
using a quan i a i e s a is ic, such as ask pe o mance (De lone & Mc lean, 2003). Digi aliza ion is
de ined as he socio- echnical p ocess o le e aging digi alized p oduc s o sys ems o de elop new
o ganiza ional p ocedu es, business models, o comme cial o e ings (saa ikko e al., 2020). While digi al
ans o ma ion in oduces many posi i e pe spec i es, unc i ically insis ing on he change can cause neg-
a i e e ec s and jeopa dize he achie emen o op imal esul s (Ba išić e al., 2021).
Hypo hesis and concep ual model
Rec ui men and selec ion and p oduc i i y
Pe sonnel selec i i y is an impo an human esou ce p ac ice ha di ec ly and indi ec ly a ec s o gani-
za ional ou comes such as p oduc i i y and sales (Ka ou & Budhwa , 2007). app op ia e selec ion o s a -
ing is one o he mos impo an p ac ices o business pe o mance, he app op ia e selec ion o
employees helps o ganiza ions g ow, gene a e be e p oduc i i y, quali y and g ea e p o i abili y
(chadwick & li, 2018). Fu he mo e, he use o selec ion echniques associa ed wi h high p edic i e alid-
i y can acili a e he de ec ion o highly p oduc i e employees and he op imiza ion o pe son-job-o ga-
niza ion i (hun e & hun e , 1984). Based on he a o emen ioned, he ollowing hypo hesis is p oposed:
hypo hesis 1a (h1a): he e is a posi i e ela ionship be ween he human ac o ec ui men and selec ion and
p oduc i i y.
Pe o mance app aisal and p oduc i i y
When clea and easonable pe o mance app aisal me ics, s anda ds, and p ac ices a e used o de elop
objec i es and p o ide ele an eedback, i can be help ul o bo h he indi idual being app aised and
he o ganiza ion, howe e , poo ly execu ed pe o mance app aisals can be de imen al o he employee.
o ganiza ional pe o mance, success ul pe o mance app aisals depend on employees and manage s
wo king oge he (la son, 1989). saks (2006) a gued ha i employees eel ha hei o ganiza ion o e s
bene i s based on hei pe o mance, which is measu ed ai ly, hey will be obliga ed o he o ganiza ion
and will lead o a highe le el o commi men on hei pa , in addi ion, he use Pe o mance- ela ed pay
has been p oposed as a p oduc i i y-enhancing mechanism ha di ec s employee beha io in he desi ed
di ec ion. Based on he a o emen ioned, he ollowing hypo hesis is p oposed:
hypo hesis 1b (h1b): he e is a posi i e ela ionship be ween he human ac o pe o mance app aisal and
p oduc i i y.
T aining and p oduc i i y
s udies show a posi i e impac o human ac o aining on p oduc i i y (Ba el, 1994; Black & lynch,
1996). Ba el (1994) ound ha in es men in aining inc eases p oduc i i y. aining has been examined
as a d i e o p oduc i i y, bo h in human ac o s and economic heo y (acemoglu & Pischke, 1998).
aining seen as a lea ning p ocess can ha e a posi i e economic alue because i de elops employees’
knowledge and skills, hus imp o ing hei p oduc i i y (Riley e al., 2017). P o iding adequa e aining
o employees can help imp o e hei skills, which will subsequen ly inc ease hei p oduc i i y (Wang
e al., 2010). Based on he a o emen ioned, he ollowing hypo hesis is p oposed:
hypo hesis 1c (h1c): he e is a posi i e ela ionship be ween human ac o aining and p oduc i i y.
Compensa ions and p oduc i i y
O e ing high wages and bene i s such as employee compensa ion can imp o e p oduc i i y by acili a -
ing bo h he a ac ion and e en ion o a supe io wo k o ce (shaw e al., 1998). cozza in and Je ey
(2014) ound ha he la ges con ibu o o wo k p oduc i i y is he employee’s sala y. P o i sha ing is
especially encou aged as an ins umen o ha monize he in e es s o employees, managemen and
4 K. R. JORge Ulises anD a. B. PaBlO JOsÉ
sha eholde s, and induces g ea e p oduc i i y h ough he e ec s on co po a e cul u e, en ep eneu -
ship, g oup coope a ion and mechanisms o social applica ion (shepa d & edwa d, 1994). Kazaz and
Ulubeyli (2007) a gued ha ac o s ha inc ease employee mo i a ion and p oduc i i y include incen i e
pay, equal pay o wo ke s pe o ming simila asks, and adequacy o pay. Based on he a o emen ioned,
he ollowing hypo hesis is p oposed:
hypo hesis 1d (h1d): he e is a posi i e ela ionship be ween human ac o compensa ions and p oduc i i y.
Mode a ing e ec o digi aliza ion
Digi aliza ion has an impac on key aspec s o he de elopmen o he human ac o such as: in o ma-
ion, new jobs, in e ne , echnology, aining, new skills, au oma ion, communica ion, inno a ion, p o es-
sionals, p oduc i i y, a i icial in elligence, digi aliza ion, e-con ac ing, and he in e ne o hings (sima
e al., 2020). Digi aliza ion can be he engine o imp o ing p ocesses and p oduc s, c ea ing alue o
cus ome s; u he mo e, he use o digi al echnology can imp o e s a p oduc i i y, wi h posi i e e ec s
on he company’s inancial pe o mance (Zhou e al., 2021). howe e , echnology ans o ma ion can be
p oblema ic as well, and may b ing obs acles o ou ine business due o he adap abili y o employees;
when he company’s capabili ies and esou ces canno ma ch he le el o digi aliza ion, he company will
be apped in he digi al pa adox, which can e en gene a e nega i e e u ns (Koh amäki e al., 2020).
he link be ween digi aliza ion in gene al and p oduc i i y is clea , howe e , how digi aliza ion a ec s
p oduc i i y is no well unde s ood (a os ic & nguyen, 2005). People managemen p ac ices a e s ongly
co ela ed wi h p oduc i i y, and digi aliza ion allows o imp o emen s in pe o mance ha can be
linked o p oduc i i y gains, bu his depends on he p esence o ce ain skills and knowledge ha
equi e aining o ake ad an age o digi al echnologies (ho á h & sze b, 2018). Digi aliza ion s ongly
a ec s human ac o p ac ices and p ocedu es, speci ically by using human ac o in o ma ion sys ems,
he ole o human esou ces in con ibu ing o he digi iza ion s a egy is no su icien ly emphasized
(Ba išić e al., 2021).
Mode a ion ec ui men and selec ion – p oduc i i y
he adop ion o new echnologies and he digi aliza ion o o ganiza ional p ocesses ha e o ced he
apid e olu ion o human ac o managemen p ac ices, equi ing he de elopmen and adop ion o
new compe encies, new o ms o employmen and agile ec ui men and selec ion p ocesses
(Kage mann, 2015). he use o digi al ools in human ac o managemen helps es ablish a s a egy o
alen acquisi ion and ede ine ec ui men p ocesses by c ea ing a p o i able and e ec i e ope a ing
model (ho á h & szabó, 2019; sima e al., 2020). he inc easing use and g ow h o elewo king has
allowed he eme gence o al e na i e employmen s a egies, as well as he applica ion o a i ual
en i onmen in he p ocess o planning, sea ching, e alua ing, selec ing and hi ing alen (co ellazzo
e al., 2019). Resea ch has shown ha i ools in human ac o managemen no only help ec ui op
alen , bu also e ain hem, lead o low ec ui men and onboa ding cos s, and main ain high p oduc-
i i y (colbe e al., 2016).
Based on he a o emen ioned, he ollowing hypo hesis is p oposed
hypo hesis 2a (h2a): Digi aliza ion has a mode a ing e ec on he ela ionship be ween he human ac o
ec ui men and selec ion and p oduc i i y.
Mode a ion pe o mance app aisal – p oduc i i y
Due o he e ec s o digi al ans o ma ion, human ac o managemen can in oduce a esul s-based
pe o mance managemen sys em, whe e employee pe o mance is measu ed exclusi ely based on hei
pe o mance and no on he ime spen wo king (Ul ich e al., 2013; ho á h & szabó, 2019). in his
sense, and o allow and accommoda e apid echnological change and de elopmen , o ganiza ions a e
expec ed o de elop p ocedu es and es ablish p ac ices o a con inuous e-e alua ion o employee com-
pe encies, as well as o in oduce new o ms o wo k o ganiza ion (sakella idis e al., 2011). Digi al
cOgen BUsiness & ManageMen 5
ans o ma ion allows o ganiza ions o in oduce pe o mance moni o ing echnology o ack employees’
wo k pe o mance and he esul s achie ed (li, 2018). he use o digi al echnology ools allows o gani-
za ions o be e assess wo k o ce equi emen s, moni o employee pe o mance and p oduc i i y, op i-
mize e enue, and educe ope a ing cos s (Ri e & Pede sen, 2020).
Based on he a o emen ioned, he ollowing hypo hesis is p oposed
hypo hesis 2b (h2b): Digi aliza ion has a mode a ing e ec on he ela ionship be ween human ac o pe o -
mance app aisal and company p oduc i i y.
Mode a ion aining – p oduc i i y
he eme gence and apid de elopmen o digi al echnologies, enable o ganiza ions o de elop new
employee skills and compe encies, esul ing in e icien p oduc op imiza ion and o e all imp o emen
in o ganiza ional pe o mance and compe i i eness (B anca e al., 2020; li, 2018). in ca ying ou i s s a-
egic ole, lea ning and de elopmen a e an in eg al pa o he con empo a y p ac ice o human ac o
managemen , e e ing especially o imp o ing he knowledge and skills o i s employees wi h ans e -
able and specialized skills, hus p o iding hem wi h compe i i e ad an age and making hem mo e
esis an o change (anca ani & Di Mau o, 2018; Ul ich e al., 2013).
Based on he a o emen ioned, he ollowing hypo hesis is p oposed
hypo hesis 2c (h2c): Digi aliza ion has a mode a ing e ec on he ela ionship be ween human ac o aining
and company p oduc i i y.
Mode a ion compensa ions – p oduc i i y
compensa ion is an impo an unc ion o human ac o managemen ha e e s o he emune a-
ion sys em in ela ion o he wo k pe o med, compensa ion sys ems mus emain in line wi h he
changes, and compensa ion is now based on pe o mance (llinas & abad, 2020). he demands p o-
posed by i4.0, ha is, g ea e in eg a ion be ween cul u e and alues, s imula ed by globalized wo k
p ac ices, encou age employe s o change compensa ion sys ems o sys ems based on pe o mance,
skill, knowledge, compe i ion and p oduc i i y (shamim e al., 2017). Fu he mo e, human ac o
managemen mus c ea e mone a y and non-mone a y incen i es o wo ke s who p oac i ely
acqui e he necessa y skills and compe encies, he eby dec easing aining cos s and inc easing
labo p oduc i i y (nai , 2019).
Based on he a o emen ioned, he ollowing hypo hesis is p oposed:
hypo hesis 2d (h2d): Digi aliza ion has a mode a ing e ec on he ela ionship be ween human ac o com-
pensa ions and p oduc i i y.
in Figu e 1 can see he p oposed concep ual Model ha g aphically collec s he ela ionship be ween
he a iables wi h hei hypo heses, based on he suppo ound in he li e a u e e iew.
Theo e ical amewo k
Due o changes in he business en i onmen esul ing om a ious ypes o de elopmen ends, such
as in o ma ion echnology and business globaliza ion, eece e al. (1997) poin ed ou ha only hose
companies ha ha e he abili y o e ec i ely coo dina e and edis ibu e compe encies, as well as in e -
nal and ex e nal esou ces o espond imely o changes in he business en i onmen , could be he
winne s in he global ma ke . hey s a ed om he pe spec i e based on Resou ces Based View esou ces
unde a dynamic con ex , and p oposed he Dynamic capabili y View (DcV) heo y, acco ding o which
he success o he company depends on i s abili y o enew compe encies o achie e cong uence wi h
he changing business en i onmen ( eece e al., 1997). Dynamic capabili ies a e de ined as he i m’s
abili ies o in eg a e, build and econ igu e compe encies, as well as in e nal and ex e nal esou ces, o
6 K. R. JORge Ulises anD a. B. PaBlO JOsÉ
cope wi h a apidly changing en i onmen (Wang e al., 2007). in his s udy, DcV was used since i aims
o s udy he company’s abili y o manage i s human and echnological esou ces, and hus achie e p o-
duc i i y in a changing and compe i i e en i onmen such as ha gene a ed by digi aliza ion.
Fu he mo e, in es men s in human capi al can inc ease employee p oduc i i y and inancial esul s
(Black & lynch, 1996; P e e , 1998; snell & Dean, 1992). Fu he mo e, in es men in people and in o ma-
ion echnology esul s in be e indi idual pe o mance, inc eased o ganiza ional p oduc i i y, economic
de elopmen , as well as o he social bene i s (lynham & cunningham, 2006; na ukho e al., 2004). as he
le el o human capi al inc eases, people de elop mo e p oduc i e means o accomplishing asks, inc eas-
ing a i m’s p oduc i i y (Black & lynch, 1996). F om his pe spec i e, Becke ’s human capi al heo y
(1964) was also used, which pos ula es ha human capi al in es men s in he aining and educa ion o
employees can ha e a posi i e economic alue, because hey de elop and nou ish knowledge and skills.
o hese employees, hus imp o ing hei p oduc i i y. acco ding o his heo y, i has been shown ha
in es men s in human capi al posi i ely in luence measu es ela ed o p oduc i i y (Ba el, 1994;
ichniowski e al., 1997; lepak & snell, 1999; sepúl eda, 2010).
Me hodology
gi en ha he phenomenon o be in es iga ed consis s o he s udy o he mode a ing e ec o digi a-
liza ion in he ela ionship be ween he a iables managemen o he human ac o and p oduc i i y, his
esea ch will be ca ied ou wi h a quan i a i e app oach since esul s a e sough as a esul o measu e-
men and deduc ion, wi h a ce ain p ecision (Zikmund e al., 2010). he design will be non-expe imen al
o he ans e sal ype, since he aim is o obse e he phenomenon a a ce ain ime (sle i ch, 2011).
he p oposed model include e lec i e cons uc s since causali y is di ec ed om he cons uc o he
measu emen indica o s (hensele e al., 2016).
Popula ion and sample
Popula ion objec o he in es iga ion is de e mined by he employees o he 813 agencies ha make
up he 17 banks ha ope a e in Me opoli an lima. he uni e se o Pe u ian companies is limi ed o
he se ices sec o because i is he mos suscep ible o he eplacemen o employees due o au o-
ma ion, his being among one o hose mos a ec ed due o digi aliza ion (F ey & Osbo ne, 2017).
Medium and la ge companies a e chosen because hey usually ha e mo e ad anced human ac o
managemen sys ems, and a le el o digi aliza ion ha allows us o be e app ecia e he phenome-
non o impac on p oduc i i y (Basl, 2017; Bue e al., 2021; ghobakhloo & Fa hi, 2019; ho á h &
szabó, 2019; Mi al e al., 2018). and inally, he banking sec o is delimi ed by: (a) Being an economic
Figu e 1. Concep ual model.
cOgen BUsiness & ManageMen 7
ac i i y ha in ensely discusses s a egies o digi aliza ion due o s ong compe i ion (B eidbach
e al., 2020; Ozuem e al., 2018); and (b) he use in banks o indi idual digi ized human ac o man-
agemen p ac ices and sys ems has inc eased conside ably, as senio managemen has ocused on he
quali y o human esou ces p ocesses and p oduc i i y o imp o e compe i i eness (sabi e al., 2015).
he sample size was de e mined ollowing wha was indica ed by hai (2010), who ecommended
a p opo ion o esponden o indica o o 10:1 o mul i a ia e analysis. his s udy has six a iables
wi h 32 indica o s in o al, he e o e, he minimum sample size o his s udy should be 320 (10 x32).
a e collec ing in o ma ion in ield, 330 measu emen s we e ob ained. he sampling echnique
adop ed was p opo ional s a i ied andom p obabili y sampling, in which each membe o he sam-
ple size was andomly selec ed om each gi en sample s a um ( agod e al., 2021). he 812 banking
b anches iden i ied o he 17 banks in Me opoli an lima we e spli ed by s a a acco ding o he
numbe o b anches ha each bank has, as shown below. F om his s a i ica ion, he andom sample
pe s a um was calcula ed p opo ionally, acco ding o he size calcula ed o he sample n = 320. Fo
he selec ed b anches, he key in o man s we e middle o senio managemen pe sonnel o icials wi h
di ec o indi ec in ol emen in he company’s s a egic objec i es. cus ome on line pe sonnel
we e no conside ed, because hei pe cep ion o p oduc i i y and human esou ces policies could be
biased (De B uin e al., 2021).
Measu es
Measu emen ins umen s o he a iables unde s udy we e ex ac ed om exis ing ins umen s de i ed
om a e iew o he li e a u e in he a eas o in e es o human ac o managemen , p oduc i i y, and
digi aliza ion. he da a we e ob ained h ough an online su ey wi h a ques ionnai e, o employees o
he banking agencies selec ed h ough s a i ied andom sampling. he ques ionnai e was adap ed om
ins umen s al eady alida ed in ecognized esea ch in jou nals Q1 and Q2 o he a iables unde s udy.
i was p epa ed in spanish by ansla ing om a icles in english, and hen his ansla ion was alida ed
by a p o essional ansla o o gua an ee simila i y o meaning and seman ic equi alence be ween hese
languages (scha e & Rio dan, 2003). a i e-poin like scale (1 = “s ongly disag ee” and 5 = “s ongly
ag ee”) was used in his s udy. all su ey pa icipan s ecei ed p e iously an in o med consen p o ocol
o su eys, which was app o ed by comi é de É ica de la in es igación pa a ciencias sociales, humanas
y a es de la Pon i icia Uni e sidad ca olica del Pe u, wi h Opinion numbe : 053-2023-cei-ccsshhyaa/PUcP.
o measu e he human ac o managemen h ough he ou dimensions de e mined by he li e a u e:
(a) ec ui men and selec ion, (b) pe o mance e alua ion, (c) aining and de elopmen , and (d) compen-
sa ion, i was used as a measu emen ins umen he ques ionnai e used by essema and soe e s (2006),
who measu ed ec ui men and selec ion p ac ices wi h i e indica o s, employee pe o mance app aisal
p ac ices wi h six indica o s, aining p ac ices wi h six indica o s, and compensa ion p ac ices wi h six
indica o s. o measu e pe cei ed p oduc i i y, he Ko and choi (2019) ins umen was used using h ee
i ems: (a) gene al p oduc i i y o employees, (b) e iciency o he wo k p ocess, and (c) compe i i eness
o he p ocess h ough cos s educ ion. O he s udies ha e used pe cei ed wo k p oduc i i y on he
basis ha i is a alid and eliable measu e (ahmad & allen, 2015; B yson e al., 2006; goodhue &
hompson, 1995). Fo he digi aliza ion a iable, an ins umen o eigh indica o s used by sánchez e al.
(2022) in o de o include he Pos cOViD 19 e ec s in he measu emen ins umen , which con ains
i ems ela ed o he impo ance o digi aliza ion, Digi al ans o ma ion s a egies, he oppo uni ies p o-
mo ed by digi al echnologies, he ools o business digi aliza ion, inno a ion capabili ies, co po a e cul-
u e ega ding digi al concep s, he le el o employee commi men o he unc ion pe o med, and
elewo king. in o ma ion was collec ed in he second hal o 2023, and las ed h ee mon hs.
Da a analysis
he s uc u al equa ion modeling (seM) echnique wi h co a iance s uc u e analysis (cB) was used o
analyze he da a. Following he ins uc ions o hai (2010), he esea ch model was analyzed in wo
s ages: (a) in he i s , he measu emen model was analyzed o es ablish i s alidi y and eliabili y by
pe o ming a con i ma o y ac o analysis (cFa) using he aMOs so wa e package wi h maximum
14 K. R. JORge Ulises anD a. B. PaBlO JOsÉ
p edic i e alidi y can acili a e he de ec ion o highly p oduc i e employees (chadwick & li, 2018;
hun e & hun e , 1984; Ka ou & Budhwa , 2007). Besides, Pe o mance app aisal has shown a posi i e
e ec in p oduc i i y (β = 0.09, p = 0.227), bu he con en ional c i e ion o signi icance (p > 0.05) does no
suppo his associa ion; his could be because in he banking sec o o Pe u pe o mance e alua ions
a e no app op ia e, in acco dance wi h wha was main ained by la son (1989), who indica ed ha when
clea and easonable pe sonnel pe o mance e alua ion me ics, s anda ds and p ac ices a e used o
achie ing objec i es and p o iding ele an eedback can be use ul o bo h he indi idual being e alu-
a ed and he o ganiza ion, howe e , poo ly execu ed pe o mance e alua ions can be de imen al o he
o ganiza ion’s pe o mance; his esul may also sugges he lack o a a iable ha could media e his
ela ionship such as wo ke mo i a ion o sa is ac ion. aining has shown a signi ican posi i e co ela-
ion wi h p oduc i i y (β = 0.225, p < 0.001) inding a s ong s a is ical signi icance in his associa ion; his
con i ms wha mos s udies indica e ha show a posi i e impac o human ac o aining on p oduc i -
i y, and ha p o iding adequa e aining o employees can help imp o e hei skills, which will subse-
quen ly inc ease hei p oduc i i y (Ba el, 1994).; Black & lynch, 1996, Wang e al., 2010). compensa ion
also shows a posi i e ela ionship wi h p oduc i i y (β = 0.138, p = 0.007) ha means a high s a is ical
signi icance in his associa ion, which is consis en wi h he li e a u e ha o e ing high sala ies and
bene i s as labo compensa ion can imp o e p oduc i i y and ha he la ges con ibu o o labo p o-
duc i i y is he employee’s sala y as well as p o i sha ing (cozza in & Je ey, 2014; Kazaz & Ulubeyli,
2007; shaw e al., 1998; shepa d & edwa d, 1994).
Rega ding mode a ion e ec s o digi aliza ion, i was ound ha digi aliza ion signi ican ly mode a es
he ela ionship be ween human ac o managemen and company p oduc i i y, excep wi h he pe o -
mance app aisal, which showed an in e ac ion e ec wi h a weake impac han in he o he sub-cons uc s
o human ac o managemen . his p o es ha people managemen p ac ices a e s ongly co ela ed
wi h p oduc i i y, and digi aliza ion allows imp o emen s in pe o mance ha can be linked o p oduc-
i i y gains, bu his depends on he p esence o ce ain skills and knowledge ha equi e aining o
ake ad an age o he digi al echnologies (ho á h & sze b, 2018).
Conclusions
he main conclusion o his s udy is ha human ac o managemen has a posi i e impac on he pe -
cei ed p oduc i i y o he company, wi h he excep ion o he Pe o mance app aisal subcons uc .
likewise, i is p o en ha digi aliza ion has a signi ican mode a ing e ec on he ela ionship be ween
he managemen o human ac o and p oduc i i y, wi h he excep ion also o pe o mance app aisal,
whose mode a ing e ec is pa ial. all his, wi hin he amewo k o a cons an ly changing en i onmen
in which digi aliza ion is p og essi ely and inc easingly a ec ing he managemen o companies, in
acco dance wi h he heo e ical amewo k adop ed om he Dynamic capabili y View, in which he
success o companies depends on hei abili y o enew hei compe encies wi hin changing business
en i onmen s. aking posi i e ad an age o he changes ha his implies cons i u es a challenge o
mode n companies, pa icula ly in he compe i i e banking sec o whe e he p oposed model was es ed.
he esul s ob ained also ha e poli ical implica ions wi hin he company, since human ac o manage-
men policies and p ac ices mus adap o he equi ed changes and people’s pe o mance.
human esou ce managemen should p io i ize aining p og ammes o help employees adap o new
echnologies wi hin o ganiza ions.
By p o iding aining and digi al ools o imp o e inno a ion and decision-making, companies can
p epa e he nex gene a ion o human esou ces and business leade s o he challenges hey may ace.
his is especially ele an in ligh o he economic impac o pandemics and o he unp edic able global
e en s, which can ha e las ing e ec s on he economy. he apid ad ancemen o digi al echnologies
and he need o quick solu ions demand ha human esou ce managemen implemen digi al echnol-
ogies h oughou he human esou ces alue chain. Digi aliza ion o human esou ce managemen p ac-
ices poses challenges, and hese need o be moni o ed du ing he hole p ocess.
his a icle p o ides e idence ha human esou ce managemen in a digi al en i onmen plays a key
ole in he pe o mance o companies, and he e o e, u u e esea ch should be con inued and
in ensi ied.
cOgen BUsiness & ManageMen 15
Implica ions o he s udy
Theo e ical implica ions
ill he da e, cu en esea ch on i4.0 echnologies and implemen a ion has la gely igno ed he impac
on he human ac o ; sys ema ic conside a ion and a en ion o he human ac o in he digi al ans o -
ma ion o wo k can a oid nega i e consequences o indi idual employees, p oduc ion o ganiza ions and
o socie y as a whole (neumann e al., 2021). he impac o indus y 4.0 on employees emains a ela-
i ely unexplo ed opic (ejsmon , 2021). simila ly, Ribei o-na a e e e al. (2021) e ealed ha , al hough
digi aliza ion c ea es alue o companies and o e s a numbe o bene i s, li le esea ch has been done
so a on i s e ec on business pe o mance. aking in o conside a ion he a o emen ioned, om he
heo e ical pe spec i e his s udy con ibu es by p o iding empi ical e idence ha es s he mode a ing
e ec o digi aliza ion in he ela ionship be ween he managemen o he human ac o and p oduc i -
i y, achie ing a be e unde s anding o he phenomenon, con ibu ing o he exis ing li e a u e and
deba e, as well as p o iding he basis o u u e heo e ical de elopmen s in his a ea, h ough a con-
cep ual model ha allows a be e unde s anding o he phenomenon unde s udy.
P ac ical implica ions
F om a p ac ical pe spec i e, many companies s ill do no ully unde s and he e ec o digi aliza ion on
pe o mance, consequen ly, hey in es in in o ma ion and communica ion echnologies wi hou a
well- hough -ou s a egy ( uan e al., 2021). al hough companies a e expec ed o p o ide inancial and
human esou ces o suppo he implemen a ion o digi al ools, ba ie s o in es men in digi aliza ion
may a ise due o: (a) high cos s; (b) he need o acqui e new skills, capabili ies and in e nal compe en-
cies; and (c) he isks o obsolescence (Büchi e al., 2020). con a y o expec a ions, some companies ha
a e digi ally ans o ming do no see he human ac o as a d i ing o ce, bu a he as an obs acle o
he implemen a ion o indus y 4.0, when he human ac o lacks he necessa y compe encies and skills
(he ceg e al., 2020). he e o e, he e is a need o a comp ehensi e e alua ion o he esul s o digi ali-
za ion in pe sonnel managemen , as well as he e ec i eness o i s changes (anand e al., 2020). F om
a p ac ical poin o iew hen, he p esen s udy is signi ican o he ollowing easons:
• i allows us o de e mine which dimensions o human ac o managemen can be be e enhanced
unde he in luence o a digi al en i onmen , hus con ibu ing be e o business pe o mance.
indeed, om he esul s i can be e i ied ha ec ui men , aining, and compensa ion a e hose
ha ha e he g ea es impac on p oduc i i y unde he e ec o digi aliza ion.
• i allows us o be e unde s and he e ec o digi aliza ion on people’s p oduc i i y, so ha in es -
men s in in o ma ion echnologies a e mo e e ec i e and a e a means o achie e he desi ed
compe i i eness.
ha ing as a heo e ical axis he Dynamic capabili y Vision (DcV) acco ding o which he success o he
company depends on i s abili y o enew skills o achie e compe i i eness in a changing business en i-
onmen ( eece e al., 1997), he impo ance o s udying mo e he link be ween good p ac ices o he
human ac o wi h he p oduc i i y o he company, unde he con ex o digi al ans o ma ion, makes i
necessa y o de elop a new concep ual model like he one p oposed, which allows us o de e mine
which human ac o managemen unc ions con ibu e he mos o o ganiza ional achie emen s, and how
he phenomenon o digi aliza ion a ec s his ela ionship, wi h which o ganiza ions could enhance he
bene i s ob ained om his, hus being able o achie e he desi ed compe i i eness (so niko a e al., 2020).
Limi a ions o he s udy
he main limi a ion o he s udy is ha he popula ion and sample we e composed only o banking
en i ies in Me opoli an lima, which is why u u e esea ch is equi ed o gene alize he esul s o he
s udy o o he business sec o s and o he geog aphical a eas. likewise, he a ge popula ion ocused on
16 K. R. JORge Ulises anD a. B. PaBlO JOsÉ
medium and la ge companies, so hese esul s could no be applicable o small companies since hese
no mally do no ha e human ac o managemen sys ems o an ad anced le el o digi aliza ion. he
la en a iable human ac o managemen was measu ed wi h ou sub-cons uc s; di e en esul s can
p obably be ob ained wi h mo e explana o y sub-cons uc s, as p oposed by o he au ho s. On he o he
hand, he da a sou ces o he ques ionnai es depended exclusi ely on he subjec i e quali ica ion o he
employees. Finally, ano he limi a ion o he s udy is he esea ch design, which, being c oss-sec ional,
limi s he collec ion o in o ma ion o a pe iod o ime.
Au ho s con ibu ions s a emen
Kuong Rod íguez Jo ge Ulises pe o med he concep ion and design, analysis and in e p e a ion o he da a, and he
d a ing o he pape . a ana Ba bie Pablo José con ibu ed e ising i c i ically o in ellec ual con en , and he inal
app o al o he e sion o be published. Bo h au ho s ag ee o be accoun able o all aspec s o he wo k.
Disclosu e s a emen
he au ho s decla e no con lic o in e es .
Abou he au ho s
Kuong Rod íguez Jo ge Ulises is Doc o al candida e in s a egic Business adminis a ion om he Pon i icia
Uni e sidad ca ólica del Pe ú (P UcP), he also ha e a Mas e ’s deg ee in Business adminis a ion om esan, and is
ci il enginee om he Pon i icia Uni e sidad ca ólica del Pe ú (P UcP). he has ex ensi e expe ience in enginee ing
and cons uc ion p ojec s, as well as in eaching a he uni e si y pos g adua e le el.
A ana Ba bie Pablo José has a Doc o in s a egic Business adminis a ion om he Pon i icia Uni e sidad ca ólica
del Pe ú (P UcP), whe e he also ob ained a Mas e ’s deg ee in he same discipline. in addi ion, he has a Mas e ’s
Deg ee in leade ship om eaDa Business school in Ba celona, spain. his esea ch in e es s a e company alua ion,
bibliome ic s udies and sus ainabili y.
E hic decla a ion
he au ho s con i m ha all pa icipan s ecei ed an in o med consen p o ocol o su eys, which was app o ed by
comi é de É ica de la in es igación pa a ciencias sociales, humanas y a es de la Pon i icia Uni e sidad ca olica del
Pe u, wi h Opinion numbe : 053-2023-cei-ccsshhyaa/PUcP.
Funding
he au ho s decla e ha no unding was ecei ed o his esea ch.
ORCID
Kuong Rod íguez Jo ge Ulises h p://o cid.o g/0000-0001-8104-1979
a ana Ba bie Pablo José h p://o cid.o g/0000-0002-4449-0086
Da a a ailabili y s a emen
he au ho s con i m ha unde s and he e ms o he sha e upon easonable eques da a policy. he da a ha
suppo he indings o his s udy a e openly a ailable in Da a suppo eposi o y a h ps://d i e.google.com/
d i e/u/0/ olde s/1ayMhlDkqo 8o2 pUpFRwMxnYUlU7_ Ka.
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