Mallén-B och, F ancisco Fe mín; Chi a, Rica do; Rod íguez-Sánchez, Alma; Guino ,
Jacob
A icle
The common wel a e human esou ce managemen
sys em and inno a i eness: The media ing ole o al uism
Eu opean Jou nal o Managemen and Business Economics (EJM&BE)
P o ided in Coope a ion wi h:
Eu opean Academy o Managemen and Business Economics (AEDEM), Vigo (Pon e ed a)
Sugges ed Ci a ion: Mallén-B och, F ancisco Fe mín; Chi a, Rica do; Rod íguez-Sánchez,
Alma; Guino , Jacob (2025) : The common wel a e human esou ce managemen sys em and
inno a i eness: The media ing ole o al uism, Eu opean Jou nal o Managemen and Business
Economics (EJM&BE), ISSN 2444-8451, Eme ald, Leeds, Vol. 34, Iss. 2, pp. 174-192,
h ps://doi.o g/10.1108/EJMBE-06-2022-0199
This Ve sion is a ailable a :
h ps://hdl.handle.ne /10419/325592
S anda d-Nu zungsbedingungen:
Die Dokumen e au EconS o dü en zu eigenen wissenscha lichen
Zwecken und zum P i a geb auch gespeiche und kopie we den.
Sie dü en die Dokumen e nich ü ö en liche ode komme zielle
Zwecke e iel äl igen, ö en lich auss ellen, ö en lich zugänglich
machen, e eiben ode ande wei ig nu zen.
So e n die Ve asse die Dokumen e un e Open-Con en -Lizenzen
(insbesonde e CC-Lizenzen) zu Ve ügung ges ell haben soll en,
gel en abweichend on diesen Nu zungsbedingungen die in de do
genann en Lizenz gewäh en Nu zungs ech e.
Te ms o use:
Documen s in EconS o may be sa ed and copied o you pe sonal
and schola ly pu poses.
You a e no o copy documen s o public o comme cial pu poses, o
exhibi he documen s publicly, o make hem publicly a ailable on he
in e ne , o o dis ibu e o o he wise use he documen s in public.
I he documen s ha e been made a ailable unde an Open Con en
Licence (especially C ea i e Commons Licences), you may exe cise
u he usage igh s as speci ied in he indica ed licence.
h ps://c ea i ecommons.o g/licenses/by/4.0/
The common wel a e human
esou ce managemen sys em
and inno a i eness: he media ing
ole o al uism
F ancisco Fe m
ın Mall
en-B och, Rica do Chi a,
Alma Rod
ıguez-S
anchez and Jacob Guino
Uni e si a Jaume I, Cas ell
on, Spain
Abs ac
Pu pose –The pape analyzes and de elops Chi a’s (2014) p oposal on he common wel a e HRM sys em and
unco e s i s ela ionship wi h inno a i eness, using al uism as a media o .
Design/me hodology/app oach –The common wel a e HRM sys em implies a ce ain human and
o ganiza ional de elopmen o he classic con ol and commi men HRM sys ems, and i s main goal is o
p omo e inno a ion h ough a p osocial app oach. To his end, he au ho s in es iga ed i s HRM p ac ices,
de eloped a measu emen ins umen and p o ided ini ial illus a i e e idence o some o i s main implica ions
o inno a i eness and al uism. They es ed hese ela ionships on a sample o 269 Spanish i ms using
s uc u al equa ions and boo s apping o con i m he signi icance o he media ed e ec .
Findings –Resul s con i m he s udy’s hypo heses, hus suppo ing he common wel a e HRM sys em as a
ele an ool o de eloping inno a i eness h ough he powe o al uism. This pape he e o e p o ides
empi ical e idence o hese ela ionships.
P ac ical implica ions –This s udy has implica ions ha can help manage s o inc ease inno a i eness
h ough a speci ic HRM sys em. The indings e eal ha a cohe en se o HRM p ac ices based on common
wel a e p inciples and a high le el o consciousness c ea es a clima e o al uism ha esul s in inno a i eness.
O iginali y/ alue –This esea ch shows ha humanis ic HRM p ac ices also ha e an impac on pe o mance
a iables such as inno a i eness, h ough al uis ic employees’beha io s. I also de elops a measu emen
ins umen o he common wel a e HRM sys em and p o ides some ini ial illus a i e e idence o some o i s
main implica ions.
Keywo ds Human esou ce managemen sys ems, Con ol and commi men HRM sys ems, Inno a i eness,
Al uism
Pape ype Resea ch pape
1. In oduc ion
In he las decade, some schola s ha e poin ed o he ele ance o an eme ging managemen
app oach ha s esses he impo ance o concep s such as al uism, compassion o us (e.g.
Ka akas, 2010). This iew, conside ed as mo e humanis ic and emo ed om he adi ional,
hie a chical and indi idualis ic app oach o managemen , has also been ela ed o he
eme gence o a new ype o o ganiza ion associa ed wi h he g owing impo ance o
inno a ion and sel -managemen , and wi h a highe le el o consciousness (e.g. Laloux, 2014).
EJMBE
34,2
174
© F ancisco Fe m
ın Mall
en-B och, Rica do Chi a, Alma Rod
ıguez-S
anchez and Jacob Guino .
Published in Eu opean Jou nal o Managemen and Business Economics. Published by Eme ald
Publishing Limi ed. This a icle is published unde he C ea i e Commons A ibu ion (CC BY 4.0) licence.
Anyone may ep oduce, dis ibu e, ansla e and c ea e de i a i e wo ks o his a icle ( o bo h
comme cial and non comme cial pu poses), subjec o ull a ibu ion o he o iginal publica ion and
au ho s. The ull e ms o his licence may be seen a h p://c ea i ecommons.o g/licences/by/4.0/legalcode
This wo k was suppo ed by he Minis e io de Ciencia e Inno aci
on (G an numbe PID2020-
116299GB-I00 unded by MCIN/AEI/ 10.13039/501100011033), Gene ali a Valenciana (g an numbe GV/
2021/088) and Uni e si a Jaume I (g an numbe s UJI-A2022-07 and UJI-B2022-31).
The cu en issue and ull ex a chi e o his jou nal is a ailable on Eme ald Insigh a :
h ps://www.eme ald.com/insigh /2444-8494.h m
Recei ed 28 June 2022
Re ised 27 No embe 2022
Accep ed 26 Janua y 2023
Eu opean Jou nal o Managemen
and Business Economics
Vol. 34 No. 2, 2025
pp. 174-192
Eme ald Publishing Limi ed
e-ISSN: 2444-8494
p-ISSN: 2444-8451
DOI 10.1108/EJMBE-06-2022-0199
Some o he mo e ou s anding examples o case s udies examining o ganiza ions ha seem o
ollow his iew ind hey a e pa icula ly inno a i e, egali a ian, p osocial and democ a ic.
Examples include Semco (Semle , 1989), Johnson ille Foods (S aye , 1990), I iza (Casadesus-
Masanell and Mi chell, 2007), Val e (Val e, 2012) and Mo ning S a (Gino and S aa s, 2014).
Al hough hese examples a e no comple ely new, he ecen a en ion o hem sugges s a
enewed in e es among p ac i ione s (Lee and Edmondson, 2017, p. 38). In ac , hese au ho s
con i m his shi wi h e idence o , o ins ance, hund eds o o ganiza ions ha a e now
adop ing Holac acy (Robe son, 2015), a model ha helps o ganiza ions o ollow a sel -
managemen s a egy. The e is, he e o e, conside able e idence o a pa adigm shi in
human esou ces managemen (HRM), and he need o unde s and and help o ganiza ions o
in es in conscious HRM sys ems o u he he in e es s o humani y, common wel a e and
inno a ion (Aus e al., 2020).
Al hough he spi al dynamics li e a u e (e.g. Laloux, 2014) has iden i ied a leas se en s ages
o consciousness le els, which end o be linked o o ganiza ional s ages, we d aw on he
philosophical w i ings o Han (2015,2017) on socie y ypes, and on manage ial ypologies such as
hose p oposed by Min zbe g (1989), o simpli y hese s ages in o h ee main ypes o wo kplaces
o o ganiza ions: disciplina y, achie emen and conscious o ganiza ions. The la e ep esen s
he highes le el o consciousness and migh be associa ed wi h he new managemen pa adigm.
Gi en ha hese h ee o ganiza ion ypes –disciplina y, achie emen and conscious –
ollow di e en wo ld iews o managemen pe spec i es, hey use di e en HRM sys ems o
manage hei employees (Chi a, 2014;Lee and Edmonson, 2017). Acco dingly, we can ela e
each o hese o ganiza ions o pa icula HRM sys ems o bundles o in e nally consis en HRM
p ac ices.The HRM li e a u e has adi ionally iden i ied wo sys ems, con ol and commi men
(A hu , 1994). In his pape , we add a hi d sys em, he common wel a e HRM sys em (Chi a,
2014), which could be ela ed o conscious o ganiza ions. The e o e, he common wel a e HRM
sys em is mainly based on he analysis o conscious o ganiza ions and on Chi a’s (2014)
p oposal, and on he li e a u e o sus ainable HRM (e.g. Aus e al.,2020), which unde line he
impo ance o HRM p ac ices o he de elopmen o human, social and en i onmen al issues, in
addi ion o economic ones. In esponse o his call, ou wo k aims o empi ically alida e a se o
HRM p ac ices p e iously heo ized as o ming he common wel a e HRM sys em.
The common wel a e HRM sys em implies a ce ain human and o ganiza ional
de elopmen o bo h he classic con ol and he commi men o HRM sys ems (A hu ,
1994;Wal on, 1985), and i s main goal is o p omo e inno a ion wi h a p osocial app oach.
Indeed, he concep o “common wel a e”(Felbe , 2010) s esses ha hese HRM sys ems ca e
o e e y s akeholde : employees, sha eholde s, o ganiza ion, socie y and he en i onmen .
Despi e he inc easing impo ance o his new app oach (Lee and Edmonson, 2017), li le
esea ch has been ca ied ou in he ield, wi h he excep ion o some desc ip i e case s udies
o heo e ical pape s ha analyze he concep s in ol ed.
In his pape , we aim o de elop Chi a’s (2014) p oposal on common wel a e HRM by
in es iga ing he HRM p ac ices, de eloping a measu emen ins umen and p o iding some
ini ial illus a i e e idence o some o i s main implica ions. To his end, we i s analyze and
compa e he h ee HRM sys ems. Second, we link he common wel a e HRM sys em o
inno a i eness and al uism h ough ou esea ch hypo heses. We hen desc ibe he
empi ical esea ch and epo he main esul s. Finally, we discuss he key implica ions o
he HRM li e a u e and manage s.
2. The h ee o ganiza ion ypes and hei h ee HRM sys ems
As he h ee HRM sys ems a e based on he h ee ypes o o ganiza ions, in his sec ion we
link hem and de elop hei HRM p ac ices, ocusing mainly on he new app oach: conscious
o ganiza ions and common wel a e HRM sys ems.
The common
wel a e HRM
sys em
175
Table 1 summa izes he main cha ac e is ics o he common wel a e HRM sys em and
compa es i o con ol and commi men HRM sys ems (A hu , 1994;Wal on, 1985).
2.1 Disciplina y o ganiza ions and con ol HRM sys em
Disciplina y o ganiza ions a e au oc a ic and bu eauc a ic, which could be associa ed wi h
Min zbe g’s (1989) en ep eneu ial and machine bu eauc acy con igu a ions, as hei
coo dina ing mechanisms a e usually di ec supe ision and s anda diza ion o wo k,
espec i ely. Thei ocus is on powe , domina ion, ules, bosses, e iciency and con o mism.
In e ms o HRM, hese o ganiza ions end o implemen he con ol HRM sys em
(Heinsman e al., 2008), designed o lowe labo cos s by en o cing employee obedience
h ough speci ic ules and p ocedu es (A hu , 1994). The aim o he con ol HRM sys em is o
maximize indi idual pe o mance h ough hie a chical con ol, based on he idea ha
employees will a oid wo k i hey can. The o ganiza ional cul u e is ypically indi idualis ic,
au ho i a ian and bu eauc a ic; op-down communica ion ends o p edomina e, and
decision-making is cen alized (Chi a, 2014). Consequen ly, change, c ea i i y and
inno a ion a e no p omo ed.
These o ganiza ions selec employees wi h demons a ed job-speci ic skills, so hey
equi e no aining. They also conside ha en i onmen al and o ganiza ional s abili y
means employees do no need o lea n. They p io i ize echnical selec ion c i e ia, which
implies ha social, emo ional o mo i a ional a ibu es a e downplayed.
Con ol HRMS Commi men HRMS Common wel a e HRMS
Rec ui men
and selec ion
Selec ing employees wi h
demons a ed job-speci ic
skills. Emphasis on
echnical selec ion c i e ia
Selec ing employees ha i
in o he cul u e. Emphasis
on social selec ion c i e ia
Selec ing employees who a e
eage o lea n and o
challenge hei own and
o he people’s ideas.
Emphasis on lea ning
capabili y selec ion c i e ia
T aining and
de elopmen
Indi idual compe encies.
Imp o e he asks
employees do
Senio i y and job
pe o mance as c i e ia o
p omo ion. Ve ical
p omo ion
Social o sha ed
compe encies. Lea ning new
job skills
Job pe o mance and
compe ences as c i e ia o
p omo ion. Ve ical and
ho izon al p omo ion
Focus on human
de elopmen and g ow h
Con ibu ion o he company
and humanis ic ai s
(compassion, al uism, e c.)
as c i e ia o p omo ion.
Ho izon al p omo ion
E alua ion
Compensa ion
Job pe o mance app aisal.
Indi idual based. Ca ied
ou by manage s
Wages based on senio i y
and job pe o mance (and
o mal anking)
Dispe sed pay s uc u e.
No sala y anspa ency.
Indi idual incen i es
Job pe o mance (goals
achie ed) and indi idual
compe ences app aisal.
Indi idual- and g oup-
based. Ca ied ou by
manage s, subo dina es and
pee s
Wages based on job
pe o mance and indi idual
compe ences (and o mal
ank)
Mo e comp essed pay
s uc u es. Pa ial
anspa ency. Indi idual
and eam incen i es
Sel -app aisal and pee
e iews. People a e assessed
by hei gene al con ibu ion
o he company. Impo ance
o e alua ing al uism,
compassion and empa he ic
beha io s
Wages based on con ibu ion
o he company and
humanis ic ai s
Equi y and e ibu i e
jus ice. Full sala y
anspa ency.
O ganisa ional incen i es
Sou ce(s): Based on Chi a (2014)
Table by au ho s
Table 1.
HRM p ac ices
EJMBE
34,2
176
Senio i y and job pe o mance a e he main c i e ia o p omo ion, which ollows he
adi ional e ical ca ee -ladde model. Manage s in disciplina y o ganiza ions assess
indi iduals on hei job pe o mance, o on how well hey do hei jobs acco ding o hei
subjec i e c i e ia. Sala ies end o be linked o senio i y, job pe o mance and o mal ank.
Pays uc u esinsucho ganiza ionsa eusually dispe sed, and sala ies a e no
anspa en . When incen i es a e in place, hey a e indi idual o linked o indi idual job
pe o mance.
2.2 Achie emen o ganiza ions and commi men HRM sys ems
Achie emen o ganiza ions ocus on s anda dizing ou pu s o managemen by objec i es
(D ucke , 1954) o e en s anda dizing skills, depending on he o ganiza ion. They could
he e o e be ela ed o Min zbe g’s (1989) di e si ied and p o essional con igu a ions. They
a e usually ela ed o concep s like achie emen , engagemen , passion, incen i es and
me i oc acy, which, in e ms o HRM sys ems, ha e been associa ed wi h he commi men
HRM sys em: s a egic HRM sys em and high pe o mance o high in ol emen wo k
sys ems (e.g. Heinsman e al., 2008) designed o achie e employee engagemen and inancial
and ma ke ou comes (K ama , 2014). Al hough hese sys ems migh achie e some good
inno a ion esul s (e.g. Pa k e al., 2019), his does no seem o happen h ough p osocial
beha io s. Addi ionally, as Pink (2011) s a es, indi idual incen i es and ewa ds, which a e
so impo an in his sys em, a e ba ie s o p omo ing c ea i i y and inno a ion h ough
employees. Hence, hese sys ems migh achie e inno a ion goals, bu wi hou os e ing
inno a i e and c ea i e a i udes among he employees.
The commi men HRM sys em shapes desi ed employee beha io s and a i udes by
o ging psychological links be ween o ganiza ional and employee goals (A hu , 1994). To
his end, i os e s close and ha monious bonds ac oss he o ganiza ion, hus s eng hening
he impo ance o o ganiza ional cul u e in his HRM sys em. This sys em he e o e
unde lines he impo ance o he g oup and also o a i udes and compe ences o he han
echnical skills, usually being engaged, commi ed, ex o e ed, op imis ic, posi i e and son
(Da ies, 2021). Acco ding o his au ho , his is he bes way o be su e ha employees will be
p oduc i e.
Th ough commi men HRM sys ems, achie emen o ganiza ions selec employees ha i
in o hei compe i i e cul u e; hey s ess no only echnical bu social selec ion c i e ia. They
end o hi e highly mo i a ed, compe i i e and op imis ic people.
Because o he impo ance gi en o cul u al issues, hese o ganiza ions a emp o ain
indi iduals’social o sha ed compe encies, such as eamwo k skills.
Job pe o mance and indi idual compe ences a e he mos impo an c i e ia o
p omo ion. No only a e job ou comes –achie ing goals –impo an , bu also how jobs a e
done and he compe ences used in hem. These compe ences end o be associa ed wi h
compe i i eness, sel -mo i a ion o engagemen . Al hough climbing he ladde h ough
e ical p omo ion is impo an , ho izon al p omo ion is also some imes used.
Commi men HRM sys ems end o assess job pe o mance h ough he goals a ained,
and also employees’compe ences h ough ools such as 360-deg ee eedback. E alua ion is
bo h indi idual- and g oup-based, meaning ha indi iduals and eams a e e alua ed by
manage s, bu also by subo dina es and pee s, especially when e alua ing employees’
compe ences. Acco dingly, sala ies a e mos ly based on job pe o mance (goals achie ed),
indi idual compe ences and o mal ank as in he con ol sys em. Gene ally speaking,
o ganiza ions ha implemen his HRM sys em ha e mo e comp essed pay s uc u es han
hose ollowing he con ol sys em, and a e also mo e anspa en . Incen i es a e essen ial in
hese o ganiza ions; while mos incen i es a e indi idual, social o eam aspec s a e
impo an , and he e o e eam incen i es a e also alued.
The common
wel a e HRM
sys em
177
2.3 Conscious o ganiza ions and common wel a e HRM sys ems
Finally, conscious o ganiza ions a e ela ed o concep s like compassion, lea ning, ha mony,
sus ainabili y, humanism, sys emic hinking and sel -managemen . Thei coo dina ing
mechanism is usually mu ual adjus men , which could be linked o Min zbe g’s ad-hoc acies
o inno a i e o ganiza ions (1989) o sel -managing o ganiza ions (Lee and Edmondson,
2017). Acco ding o hese au ho s, sel -managing o ganiza ions a e based on pos -
bu eauc a ic app oaches, humanis ic managemen and o ganiza ional democ acy. They
a e he e o e mo e awa e o many mo e aspec s, poin s o iew and app oaches han o he
o ganiza ions, which makes hem mo e conce ned abou hei s akeholde s and inc eases
hei inqui ing, lea ning and inno a ing capabili ies. In his pape , we p opose ha such
o ganiza ions end o use a common wel a e HRM sys em (Chi a, 2014). This app oach
a emp s o encompass o he simila p oposals such as sus ainable HRM (e.g. K ama , 2014),
g een HRM (Dumon e al., 2017) and socially esponsible HRM (Shen and Zhu, 2011).
Conscious o ganiza ions aim o ca e o e e y s akeholde -employees, sha eholde s,
o ganiza ion, socie y and en i onmen and o p omo e anspa ency, jus ice, au onomy,
lea ning, c ea i i y, change and inno a ion h oughou he o ganiza ion (e.g. Casadesus-
Masanell and Mi chell, 2007;Val e, 2012). Conce ning human capi al, indi iduals a e ully
au onomous, so sel -managemen is in eg al o he o ganiza ion (Gino and S aa s, 2014). Fo
his o occu , people need o be c i ical o eage o lea n, and ha e humanis ic ai s like
compassion o al uism. In conscious o ganiza ions, h ough he common wel a e HRM
sys em, people a e us ed, and sec ecy o any kind is a oided by making all in o ma ion
abou he o ganiza ion eely a ailable o e e yone (e.g. Gino and S aa s, 2014).
Common wel a e HRM sys em o ganiza ions selec employees who a e eage o lea n and
challenge hei own and o he people’s ideas and inqui y, and ques ioning and gene a i e
lea ning a e he e o e essen ial.
Mono ony and bo edom a e uncommon in hese o ganiza ions because each pe son
pe o ms a a ie y o asks and oles (Val e, 2012). P omo ion is ei he comple ely absen
(Casadesus-Masanell and Mi chel, 2007) o i is ho izon al (Val e, 2012); in o he wo ds, he e
is a cons an eadjus men o oles and asks among employees, wi h hei ag eemen ,
enabling hem o ake on mo e esponsibili ies wi hou climbing a hie a chical ladde .
Con ibu ion o he company and humanis ic ai s (compassion, al uism, e c.) a e e y
impo an c i e ia o p omo ion.
E alua ion is ca ied ou h ough sel -app aisal and pee e iews. People a e assessed on
hei gene al con ibu ion o he company (e.g. S aye , 1990), al hough al uism, compassion
o empa he ic beha io s a e also alued. Di e ences in sala ies a e minimal, and ea nings
end o be anspa en (e.g. Gino and S aa s, 2014). Only o ganiza ional incen i es, no
indi idual and eam incen i es, a e used (S aye , 1990). Unde he common wel a e HRM
sys em, colleagues e alua e each o he ’s con ibu ions o he eam, so ha hose wi h mo e
expe ience o alen , o who make a g ea e e o , sco e highe and ea n mo e as a esul
(Val e, 2012). To a ce ain ex en , he e o e, sala ies can depend on con ibu ion, bu he e is
li le di e ence be ween hose who con ibu e he mos and he leas (S aye , 1990). In some
common wel a e HRM sys em o ganiza ions, employees decide wha hei own sala ies
should be (Semle , 1989). This decision is aken in ligh o all he in o ma ion abou wha o he
membe s o he o ganiza ion ea n and con ibu e, he inancial heal h o he o ganiza ion and
o he ele an da a. O en a commi ee is also se up o ad ise employees. The e is a ce ain
e ibu i e jus ice and ull sala y anspa ency.
In sum, he common wel a e HRM sys em ends o be implemen ed in o ganiza ions wi h
high inno a ion capaci y, whe e c ea i i y, inqui y and sel -managemen a e p omo ed, and
whe e economic esul s a e no he only aim, bu also social, en i onmen al o human
ou comes. These ea u es can be de eloped when human beings a e ega ded as impo an ,
when humani y is in eg al o he o ganiza ion and when indi iduals a e suppo i e,
EJMBE
34,2
178
empa he ic and help ul: al uism, o he impo ance o he o he , is he e o e essen ial.
The con en ion o ou model is ha he e ec o he common wel a e HRM sys em on
inno a i eness is media ed by al uism wi hin o ganiza ions. Acco dingly, we de elop and
es h ee hypo heses ep esen ing (a) he ela ionship be ween he common wel a e HRM
sys em and al uism, (b) he ela ionship be ween al uism and inno a i eness and (c) he
ela ionship be ween he common wel a e HRM sys em, al uism and inno a i eness.
3. Hypo heses
3.1 The common wel a e HRM sys em and al uism
Conscious o ganiza ions and hei common wel a e HRM sys em a e associa ed wi h a high le el
o consciousness, e lec ed in hei a en ion o all s akeholde s and hei conce n o human
beings. When indi iduals a e gene ally mo e a en i e o mind ul, hey a e also mo e obse an
o o he s’needs o p oblems, so hey a e mo e p edisposed o be al uis ic (Wilbe , 2001). Thus,
highe a en ion, consciousness and mind ulness could be associa ed wi h highe le els o
al uism. In a common wel a e HRM sys em, indi iduals show unsel ish ca ing o o he s, no ice
o he people’s su e ing, eel o he s’pain and beha e in a way in ended o ease ha su e ing.
The e o e, his sys em en ails people ac ing o imp o e o he s’wel a e o si ua ion.
Al uism wi hin o ganiza ions, conside ed as a p osocial beha io , e e s o olun a y
beha io s ha ha e he e ec o helping ano he pe son wi h a ele an ask o p oblem
(O gan, 1988). Al uism consis s o hinking abou he wel a e o o he s, eeling conce n o
hem and beha ing in a way ha helps hem (Emme ik e al., 2005). I in ol es beha io s
di ec ed owa d he end-s a e goal o inc easing he o he ’s wel a e o educing hei dis ess,
al hough one’s own wel a e may be also inc eased by such al uis ic helping (Ba son e al.,
1981). Acco ding o Ba son e al. (1981, p. 291), al hough al uism may ha e a pe sonal gain
o he helpe , i “mus be an unin ended by-p oduc and no he goal o he beha io .”This
dis inguishes he concep ion o al uism om egoism, ha is, when helping is di ec ed owa d
inc easing he helpe ’s own wel a e. In o ganiza ional se ings, al uism is conside ed as all
he “disc e iona y beha io s ha ha e he e ec o helping a speci ic o he pe son wi h an
o ganiza ionally ele an ask o p oblem”(O gan, 1988, p. 8). Examples o al uism in
o ganiza ions a e beha io s such as “helping o he s who ha e been absen ,”“o ien ing new
people e en hough i is no equi ed,”“helping o he s who ha e hea y wo kloads”and
“assis ing [ he] supe iso wi h his o he wo k”(Smi h e al., 1983, p. 657).
O ganiza ions wi h a common wel a e HRM sys em ec ui and selec people based on
hei lea ning capabili y. Indi iduals who a e eage o lea n and who end o be mo e awa e o
a en i e o o he hings and people a e mo e empa he ic and p edisposed o se e o he s,
which can encou age al uism in o ganiza ions (Vie en e al., 2006).
Mo eo e , he common wel a e HRM sys em ocuses on pe sonal de elopmen and
g ow h o employees, and s esses he impo ance o humanis ic ai s as c i e ia o
p omo ion. Thus, his sys em p omo es indi iduals ha de elop collabo a i e,
compassiona e and al uis ic a i udes. These a i udes a e ela ed o sel - anscenden
alues ha ocus a en ion away om he sel and owa ds helping o he s (Sosik, 2005).
Acco dingly, he p ac ices o aining and p omo ion in his common wel a e HRM sys em
may os e he o e all p esence o al uism wi hin o ganiza ions.
On he o he hand, he common wel a e HRM sys em os e s ho izon al p omo ion by
encou aging people o mul i- ask and ake on se e al job unc ions (Chi a, 2014). In such a
si ua ion, helping beha io among employees becomes essen ial o success ul managemen o
mul iple asks and new job demands (Smi h e al., 1983). Mo eo e , in o ganiza ions applying
a common wel a e HRM sys em, e alua ion o al uism and empa he ic beha io s is
impo an (Chi a, 2014), and hus ein o ces such beha io s among employees. Likewise,
bo h wages and app aisal a e based on he employee’s o e all con ibu ion o he company,
cus ome s and/o use s, which is e alua ed h ough sel -app aisal and pee e iews.
The common
wel a e HRM
sys em
179
Since bonuses end o be o ganiza ional, a he han indi idual- o eam-based, employees
may be mo e p edisposed o help o he s in o de o imp o e o ganiza ional unc ioning, by,
o example, eaching o he s new asks. Fu he mo e, willingness o beha e al uis ically
may depend on he deg ee o which an employee conside s ha he o ganiza ion ea s hem
ai ly (O gan, 1988). Thus, when a clima e o equali y and collec i e jus ice is c ea ed, people
would be less likely o ha e sel -de ensi e a i udes and beha io s and would be mo e
p edisposed o help o he s al uis ically. Based on hese a gumen s, we sugges ha
e alua ion and compensa ion in o ganiza ions wi h a common wel a e HRM sys em may
encou age al uism.
In sho , he common wel a e HRM sys em emb aces HRM p ac ices ha may con ibu e
o he eme gence o a clima e o al uism in o ganiza ions. Acco dingly, we p opose he
ollowing hypo hesis:
H1. The common wel a e HRM sys em has a posi i e e ec on al uism.
3.2 Al uism and inno a i eness
Al uism in o ganiza ions helps o c ea e an emo ional and a ec i e bond be ween
indi iduals and en ails posi i e in e ac ion and coope a ion be ween pa ies (Guino e al.,
2016). The li e a u e indica es ha when people expe ience posi i e in e ac ion, hey a e mo e
likely o engage in c ea i e beha io s, gene a e c ea i e ideas and sol e p oblems c ea i ely
(e.g. Isaksen and Ek all, 2010). Mo eo e , people end o pa icipa e in mo e inno a i e
ac ions and gene a e mo e ideas when hey ha e p e ious expe iences o posi i e esponses
om o he s (e.g. Ellonen e al., 2008). Inno a i eness o inno a ion capaci y is conside ed as
he openness o an o ganiza ion o new ideas, new ways o do hings, c ea i i y and so o h
which gi es he o ganiza ion he oppo uni y o be he i s o ma ke new p oduc s and
se ices (Calan one e al., 2002).
Al uism he e o e seems o be linked o employee beha io s ha p omo e inno a i eness.
In ac , he li e a u e inds ha he o e all p esence o al uism in o ganiza ions uels some
o ganiza ional p ocesses di ec ly ela ed o inno a ion and inno a i eness. Fo example, Lin
(2007) ound ha employees mo i a ed by al uism a e mo e a o able o and o ien ed owa d
knowledge sha ing, and a e mo e inclined o sha e knowledge, which leads o supe io i m
inno a ion capabili y. Simila ly, Akg€
un e al. (2007) showed ha when people demons a e
ca e, conce n o o he s and empa hy, he o ganiza ion can de elop a clima e o accep ing
new ideas and poin s o iew, openness and expe imen a ion, join ac ions, exchange o
in o ma ion and he c ea ion and acquisi ion o knowledge, which, in u n, inc ease new
p oduc de elopmen and inno a i eness.
The e o e, employees may c ea e an o ganiza ional clima e o c ea i i y and inno a ion
h ough helping and suppo i e beha io s based on al uism. Thus, when employees assis
o he s wi h a di icul o no el ask, o p o ide suppo by sha ing knowledge and expe ise,
hey build up a help ul and suppo i e wo k en i onmen in which c ea i e ideas and
signi ican knowledge a e sha ed, sugges ions o imp o emen a e accep ed, new ways o
doing hings and wo k p ocedu es a e mo e easily in oduced and c ea i i y is high (Zhou
and Geo ge, 2001). The e o e, a clima e o al uism may boos inno a i eness in he
o ganiza ion.
Based on he abo e a gumen s, we p opose he ollowing hypo hesis:
H2. Al uism has a posi i e e ec on inno a i eness.
3.3 The common wel a e HRM sys em and inno a i eness: he explaining ole o al uism
The common wel a e HRM sys em is a channel o sp eading inno a ion and c ea i i y
h oughou he o ganiza ion. The main aim o a common wel a e HRM sys em is “ o os e
EJMBE
34,2
180
inno a ion, inc emen al and adical, all a ound he o ganiza ion”(Chi a, 2014, p. 945).
In hese e ms, conscious o ganiza ions could be ela ed o Min zbe g’s (1989) inno a i e
con igu a ion o ad-hoc acy, sel -managemen o ganiza ions and humanis ic managemen ,
among o he pos -bu eauc a ic app oaches (Lee and Edmondson, 2017).
The common wel a e HRM sys em includes HRM p ac ices ha unde line he impo ance
o employees’lea ning. Examples a e he emphasis on lea ning capabili y selec ion c i e ia o
hi e employees who a e eage o lea n and o challenge hei own and o he people’s ideas, o
he ocus on human de elopmen and g ow h. In his sense, le e aging human capi al can be
conduci e o inno a i e ac i i ies in he i m as employees could become mo e lexible, isk-
aking, ole an o unce ain y and ambigui y, open o new ideas and p edisposed o engage
in challenging wo k (Chen and Huang, 2009). These o ganiza ional p ocesses, such as
lea ning capabili y and ques ioning ideas, o example, ha e been posi i ely linked o
o ganiza ional inno a ion (Chi a e al., 2014).
Ho izon al p omo ion implies ha employees a e inc easingly in ol ed in mul iple asks
and se e al job unc ions. E idence indica es ha mul i ace ed employees inno a e mo e
han single- ask employees, because when employees a e able o mix asks and skills hey
end o be mo e c ea i e and inno a i e (Mellahi and Wilkinson, 2008).
On he o he hand, he app aisal mechanisms and compensa ion sys ems ha he i ms
use play a c i ical ole in mo i a ing employees and in luencing and ein o cing
indi idual beha io . Fi ms ha apply a common wel a e HRM sys em e alua e beha io s
such as al uism o compassion, hus ein o cing hese beha io s in he o ganiza ion. In
u n, hese beha io s ha e been shown o help de elop and gene a e c ea i e ideas and
inno a ion (e.g. Dom
ınguez-Esc ig e al., 2016). Acco dingly, e alua ion and
compensa ion p ac ices linked o he common wel a e HRM sys em would lead o
g ea e inno a i eness.
In sum, all he common wel a e HRM sys em p ac ices aim o os e inno a ion wi hin he
o ganiza ion. These p ac ices encou age an o ganiza ion o be open o new ideas, new ways o
doing hings, being c ea i e and so on, which gi e hem he chance o be highly inno a i e.
Based on he abo e a gumen s, we p opose he ollowing hypo hesis:
H3. The ela ionship be ween he common wel a e HRM sys em and i m inno a i eness
is posi i ely media ed by al uism.
4. Resea ch me hodology
4.1 Da a collec ion
The s udy popula ion consis ed o 11,594 Spanish i ms ( his lis was p o ided by he Spanish
Minis y o Economy and Compe i i eness). App oxima ely 900 companies we e andomly
chosen, con ac ed by elephone and in i ed o pa icipa e in his esea ch. F om hose ha
ag eed o collabo a e, we inally ga he ed 269 comple e ques ionnai es (a esponse a e o
29.9%). Non esponden bias was assessed o check o any di e ences be ween companies
ha ook pa in he s udy and hose which declined. To his end, annual u no e , numbe o
employees and i m age om ea ly and la e esponden s we e compa ed by means o an
independen sample - es , which led us o conclude ha none o he companies’
cha ac e is ics showed signi ican di e ences (p> 0.05).
In o de o p e en common me hod a iance, a mul iple- esponden app oach was
adop ed (e.g. Mackenzie and Podsako , 2012). The e o e, ques ions ela ed o he common
wel a e HRM sys em and al uism we e add essed o human esou ces manage s whe eas
ques ions abou inno a ion we e answe ed by he o ganiza ion’sCEO.Theywe echosen
o pa icipa e in he s udy because hei posi ion and p o essional expe ience gi e hem an
o e all pic u e and in-dep h knowledge o he o ganiza ion. Measu emen ins umen s
The common
wel a e HRM
sys em
181
This s udy has implica ions ha can help manage s o inc ease inno a i eness h ough a
speci ic HRM sys em. Ou indings e eal ha a cohe en se o HRM p ac ices based on
common wel a e p inciples and a high le el o consciousness c ea e a clima e o al uism
ha esul s in inno a i eness. Manage s who wan o inc ease al uis ic beha io s in
hei o ganiza ions should pay a en ion o a ange o HRM p ac ices cha ac e ized by hese
alues.
6.2 Limi a ions and u u e esea ch
Speci ic me hodological limi a ions mus be ecognized in he p esen s udy. Fi s , a
mul iple- esponden app oach was adop ed, and in o man s we e chosen because o hei
posi ion in he company and hei knowledge abou i . This me hod has some d awbacks,
such as low esponse a es, highe da a collec ion cos s o social desi abili y bias. In addi ion,
ecen esea ch (e.g. Jensen e al., 2013) sugges s ha employees’expe ience o HR sys ems
has he mos di ec in luence on hei beha io s, hus e ealing a need o esea ch explo ing
he impac ha employees’expe ience o HR sys ems has on hei ou comes. The e o e, u u e
esea ch could use ully ex end he esul s o his pape by conside ing he employees’poin o
iew. Second, we only included one subjec i e measu e o inno a i eness. Including an
objec i e measu e o inno a ion may ha e len s onge suppo o ou indings. Howe e , he
ou comes o inno a ion a e some imes di icul o objec i ely iden i y and measu e in
o ganiza ions (Dewangan and Godse, 2014). Fu u e esea ch should also explo e he e ec s o
he common wel a e HRM sys em on di e en ypes o inno a ion ( adical/inc emen al)
inno a ion and di e en phases o he inno a ion p ocess (idea gene a ion, p omo ion,
ealiza ion o implemen a ion).
7. Conclusions
Al hough he ele ance o human esou ces has some imes been neglec ed, ew
o ganiza ions will gain a compe i i e ad an age based solely on inancial esou ces
(Haynes e al., 2015). The e o e, human capi al and p osocial beha io a e some key ac o s in
opening doo s o inno a ion. A ending o human esou ces h ough conscious p ac ices ha
pu sue common wel a e and humani y migh enable o ganiza ions o nu u e an a mosphe e
ha p io i izes ca ing o o he s ( h ough al uis ic beha io , o example), which, in u n,
will lead o mo e inno a ion. This idea clea ly aligns wi h he pa adigm shi in he social
sciences ha appea s o be ini ia ing pe manen change in he sphe e o managemen and
o ganiza ions.
Re e ences
Akg€
un, A.E., Keskin, H., By ne, J.C. and A en, S. (2007), “Emo ional and lea ning capabili y and hei
impac on p oduc inno a i eness and i m pe o mance”,Techno a ion, Vol. 27 No. 9,
pp. 501-513.
Aleg e, J. and Chi a, R. (2008), “Assessing he impac o o ganiza ional lea ning capabili y on p oduc
inno a ion pe o mance: an empi ical es ”,Techno a ion, Vol. 28 No. 6, pp. 315-326.
Ande son, J.C. and Ge bing, D.W. (1988), “S uc u al equa ion modeling in p ac ice: a e iew and
ecommended wo-s ep app oach”,Psychological Bulle in, Vol. 103 No. 3, pp. 411-423.
A hu , J.B. (1994), “E ec s o human esou ce sys ems on manu ac u ing pe o mance and u no e ”,
Academy o Managemen Jou nal, Vol. 37 No. 3, pp. 670-687.
Aus , I., Ma hews, B. and Mulle -Camen, M. (2020), “Common good HRM: a pa adigm shi in
sus ainable HRM?”,Human Resou ce Managemen Re iew, Vol. 30 No. 3, 100705.
EJMBE
34,2
188
Ba son, C.D., Duncan, B.D., Acke man, P., Buckley, T. and Bi ch, K. (1981), “Is empa hic emo ion
a sou ce o al uis ic mo i a ion?”,Jou nal o Pe sonali y and Social Psychology, Vol. 40 No. 2,
pp. 290-302.
Cabello-Medina, C., L
opez-Cab ales,
A. and Valle-Cab e a, R. (2011), “Le e aging he inno a i e
pe o mance o human capi al h ough HRM and social capi al in Spanish i ms”,
The In e na ional Jou nal o Human Resou ce Managemen , Vol. 22 No. 4, pp. 807-828.
Calan one, R.J., Ca usgil, S.T. and Zhao, Y. (2002), “Lea ning o ien a ion, i m inno a ion capabili y,
and i m pe o mance”,Indus ial Ma ke ing Managemen , Vol. 31 No. 6, pp. 515-524.
Casadesus-Masanell, R. and Mi chell, J. (2007), I iza in 2005. Case No. 706-424, Ha a d Business
School Case Se ices, Bos on.
Chen, C.J. and Huang, J.W. (2009), “S a egic human esou ce p ac ices and inno a ion pe o mance—
he media ing ole o knowledge managemen capaci y”,Jou nal o Business Resea ch, Vol. 62
No. 1, pp. 104-114.
Chi a, R. (2014), “The common wel a e human esou ce managemen sys em: a new p oposal based
on high consciousness”,Pe sonnel Re iew, Vol. 43 No. 6, pp. 937-956.
Chi a, R., Ghau i, P. and Aleg e, J. (2014), “O ganiza ional lea ning, inno a ion and in e na ionaliza ion:
a complex sys em model”,B i ish Jou nal o Managemen , Vol. 25 No. 4, pp. 687-705.
Da ies, J. (2021), Seda ed: How Mode n Capi alism C ea ed Ou Men al Heal h C isis, A lan ic Books,
London.
Dewangan, V. and Godse, M. (2014), “Towa ds a holis ic en e p ise inno a ion pe o mance
measu emen sys em”,Techno a ion, Vol. 34 No. 9, pp. 536-545.
Dom
ınguez-Esc ig, E., Mall
en, F., Chi a, R. and Lapied a, R. (2016), “How does al uis ic leade
beha io os e adical inno a ion? The media ing e ec o o ganiza ional lea ning capabili y”,
Leade ship and O ganiza ion De elopmen Jou nal, Vol. 37 No. 8, pp. 1056-1082.
D ucke , P.F. (1954), The P ac ice o Managemen , Ha pe and B o he s, New Yo k.
Dumon , J., Shen, J. and Deng, X. (2017), “E ec s o g een HRM p ac ices on employee wo kplace
g een beha io : he ole o psychological g een clima e and employee g een alues”,Human
Resou ce Managemen , Vol. 56 No. 4, pp. 613-627.
Ellonen, R., Blomq is , K. and Puumalainen, K. (2008), “The ole o us in o ganisa ional
inno a i eness”,Eu opean Jou nal o Inno a ion Managemen , Vol. 11 No. 2, pp. 160-181.
Emme ik, I.H.V., Jawaha , I.M. and S one, T.H. (2005), “Associa ions among al uism,
bu nou dimensions, and o ganiza ional ci izenship beha io ”,Wo k and S ess, Vol. 19 No. 1,
pp. 93-100.
Felbe , C. (2010), Die Gemeinwohl-
€
Okonomie –Das Wi scha smodell de Zukun , Deu icke, Vienne.
Fokkema, M. and G ei , S. (2017), “How pe o ming PCA and CFA on he same da a equals ouble”,
Eu opean Jou nal o Psychological Assessmen , Vol. 22, pp. 399-402.
Fo nell, C. and La cke , D.F. (1981), “E alua ing s uc u al equa ion models wi h unobse able
a iables and measu emen e o ”,Jou nal o Ma ke ing Resea ch, Vol. 18 No. 1, pp. 39-50.
Gino, F. and S aa s, B. (2014), The Mo ning S a Company: Sel -Managemen a Wo k. Case No. 914-013,
Ha a d Business School Publishing, Bos on.
G an , A.M. and Be y, J.W. (2011), “The necessi y o o he s is he mo he o in en ion: in insic and
p osocial mo i a ions, pe spec i e aking, and c ea i i y”,Academy o Managemen Jou nal,
Vol. 54 No. 1, pp. 73-96.
Guino , J., Chi a, R. and Mall
en, F. (2016), “Linking al uism and o ganiza ional lea ning capabili y:
a s udy om excellen human esou ces managemen o ganiza ions in Spain”,Jou nal o
Business E hics, Vol. 138 No. 2, pp. 349-364.
Gu h ie, J.P. (2001), “High-in ol emen wo k p ac ices, u no e , and p oduc i i y: e idence om
New Zealand”,Academy o Managemen Jou nal, Vol. 44 No. 1, pp. 180-190.
The common
wel a e HRM
sys em
189
Han, B.C. (2015), The Bu nou Socie y, S an o d B ie s, S an o d.
Han, B.C. (2017), Psychopoli ics: Neolibe alism and New Technologies o Powe , Ve so Books, B ooklyn.
Hayes, A.F. (2017), In oduc ion o Media ion, Mode a ion, and Condi ional P ocess Analysis: A
Reg ession-Based App oach, Guil o d Publica ions, New Yo k.
Haynes, K., Jose y, M. and Hi , M. (2015), “Tipping poin ”,Jou nal o Leade ship and O ganiza ional
S udies, Vol. 22 No. 3, pp. 265-279.
Heinsman, H., De Hoogh, A.H., Koopman, P.L. and Van Muijen, J.J. (2008), “Commi men , con ol, and
he use o compe ency managemen ”,Pe sonnel Re iew, Vol. 37 No. 6, pp. 609-628.
Isaksen, S.G. and Ek all, G. (2010), “Managing o inno a ion: he wo aces o ension in c ea i e
clima es”,C ea i i y and Inno a ion Managemen , Vol. 19 No. 2, pp. 73-88.
Jensen, J.M., Pa el, P.C. and Messe smi h, J.G. (2013), “High-pe o mance wo k sys ems and job con ol
consequences o anxie y, ole o e load, and u no e in en ions”,Jou nal o Managemen ,
Vol. 39 No. 6, pp. 1699-1724.
Jim
enez-Jim
enez, D. and Sanz-Valle, R. (2011), “Inno a ion, o ganiza ional lea ning, and pe o mance”,
Jou nal o Business Resea ch, Vol. 64 No. 4, pp. 408-417.
Ka akas, F. (2010), “Spi i uali y and pe o mance in o ganiza ions: a li e a u e e iew”,Jou nal o
Business E hics, Vol. 94 No. 1, pp. 89-106.
K ama , R. (2014), “Beyond s a egic human esou ce managemen : is sus ainable human esou ce
managemen he nex app oach?”,The In e na ional Jou nal o Human Resou ce Managemen ,
Vol. 25 No. 8, pp. 1069-1089.
Laloux, F. (2014), Rein en ing O ganiza ions: A Guide o C ea ing O ganiza ions Inspi ed by he Nex
S age in Human Consciousness, Nelson Pa ke , B ussels.
Lee, M.Y. and Edmondson, A.C. (2017), “Sel -managing o ganiza ions: explo ing he limi s o
less-hie a chical o ganizing”,Resea ch in O ganiza ional Beha io , Vol. 37, pp. 35-58.
Lin, C.P. (2007), “To sha e o no o sha e: modeling knowledge sha ing using exchange ideology as
a mode a o ”,Pe sonnel Re iew, Vol. 36 No. 3, pp. 457-475.
MacKenzie, S.B. and Podsako , P.M. (2012), “Common me hod bias in ma ke ing: causes, mechanisms,
and p ocedu al emedies”,Jou nal o Re ailing, Vol. 88 No. 4, pp. 542-555.
Mellahi, K. and Wilkinson, A. (2008), “A s udy o he associa ion be ween downsizing and
inno a ion de e minan s”,In e na ional Jou nal o Inno a ion Managemen , Vol. 12 No. 4,
pp. 677-698.
Min zbe g, H. (1989), “The s uc u ing o o ganiza ions”,Readings in S a egic Managemen ,
Macmillan Educa ion, pp. 322-352.
Nunnally, J.C. (1978), Psychome ic Theo y, 2nd ed, McG aw-Hill, New Yo k.
O gan, D.W. (1988), O ganiza ional Ci izenship Beha io : The Good Soldie Synd ome, Lexing on
Books/D. C. Hea h and Com, Lexing on.
Pa k, O., Bae, J. and Hong, W. (2019), “High-commi men HRM sys em, HR capabili y, and
ambidex ous echnological inno a ion”,The In e na ional Jou nal o Human Resou ce
Managemen , Vol. 30 No. 9, pp. 1526-1548.
Pink, D.H. (2011), D i e: The Su p ising T u h Abou Wha Mo i a es Us, Penguin, New Yo k.
Podsako , P.M., MacKenzie, S.B., Moo man, R.H. and Fe e , R. (1990), “T ans o ma ional leade
beha io s and hei e ec s on ollowe s’ us in leade , sa is ac ion, and o ganiza ional
ci izenship beha io s”,The Leade ship Qua e ly, Vol. 1 No. 2, pp. 107-142.
Robe son, B. (2015), Holac acy: The New Managemen Sys em o a Rapidly Changing Wo ld, Hen y
Hol and Company, New Yo k.
Rynes, S.L., Ba unek, J.M., Du on, J.E. and Ma golis, J.D. (2012), “Ca e and compassion h ough an
o ganiza ional lens: opening up new possibili ies”,Academy o Managemen Re iew, Vol. 37
No. 4, pp. 503-523.
EJMBE
34,2
190
Seeck, H. and Diehl, M.R. (2017), “A li e a u e e iew on HRM and inno a ion– aking s ock and u u e
di ec ions”,The In e na ional Jou nal o Human Resou ce Managemen , Vol. 28 No. 6,
pp. 913-944.
Semle , R. (1989), “Managing wi hou manage s”,Ha a d Business Re iew, Vol. 67 No. 5, pp. 76-84.
Shen, J. and Zhu, C.J. (2011), “E ec s o socially esponsible human esou ce managemen on employee
o ganiza ional commi men ”,The In e na ional Jou nal o Human Resou ce Managemen ,
Vol. 22 No. 15, pp. 3020-3035.
Smi h, C.A., O gan, D.W. and Nea , J.P. (1983), “O ganiza ional ci izenship beha io : i s na u e and
an eceden s”,Jou nal o Applied Psychology, Vol. 68 No. 4, pp. 653-663.
Snell, S.A. and Dean, J.W. (1992), “In eg a ed manu ac u ing and human esou ce managemen :
a human capi al pe spec i e”,Academy o Managemen Jou nal, Vol. 35, pp. 467-504.
Sosik, J.J. (2005), “The ole o pe sonal alues in he cha isma ic leade ship o co po a e manage s:
a model and p elimina y ield s udy”,The Leade ship Qua e ly, Vol. 16 No. 2, pp. 221-244.
S aye , R. (1990), “How I lea ned o le my wo ke s lead”,Ha a d Business Re iew, Vol. 68 No. 6,
pp. 66-69.
Val e (2012), The Val e Handbook o New Employees’. Val e P ess. Washing on, a ailable a : h p://
www. al eso wa e.com/company/Val e_Handbook_LowRes.pd
Vie en, C., Amo ok, T. and Schli z, M.M. (2006), “I o we: he ole o consciousness ans o ma ion in
compassion and al uism”,Zygon®, Vol. 41 No. 4, pp. 915-932.
Wal on, R.E. (1985), “Towa d a s a egy o elici ing employee commi men based on policies o
mu uali y”, in Wal on, R.E. and Law ence, P.R. (Eds), Human Resou ce Managemen : T ends
and Challenges, Ha a d Business School P ess, Bos on.
Wilbe , K. (2001), A Theo y o E e y hing: An In eg al Vision o Business, Poli ics, Science and
Spi i uali y, Shambhala Publica ions, Bos on.
Zhou, J. and Geo ge, J.M. (2001), “When job dissa is ac ion leads o c ea i i y: encou aging he
exp ession o oice”,Academy o Managemen Jou nal, Vol. 44 No. 4, pp. 682-696.
Appendix
Common Wel a e HRM Sys em scale
CW Rec ui men and selec ion
RS1. In ou company, people a e selec ed o hei eage ness o lea n.
RS2. Ou company hi es people who inqui e, expe imen o a emp new hings.
CW T aining and p omo ion
TP1. Pe sonal de elopmen and g ow h a e an essen ial pa o he company’s philosophy.
TP2. In ou company people ca y ou mul iple asks and job unc ions, so hey a e e y e sa ile.
CW E alua ion and compensa ion
EC1. In ou company people a e assessed on hei gene al con ibu ion o he company and/o he
cus ome s/use s.
EC2. In ou company people a e app aised by hei pee s o hey simply sel -app aise.
EC3. Ou company places a high alue on al uis ic, compassiona e and empa hic beha io s.
The common
wel a e HRM
sys em
191
EC4. In ou company people eel ha he sala y di e ence be ween he highes and lowes ea ne s
is ai .
Al uism scale (Podsako e al., 1990)
AL1. The people o ou company help o he s who ha e been absen .
AL2. The people o ou company help o he s who ha e hea y wo k loads.
AL3. The people o ou company help o ien new people e en hough is no equi ed.
AL4. The people o ou company willingly help o he s who ha e wo k ela ed p oblems.
AL5. The people o ou company a e always eady o lend a helping hand o hose a ound him/he .
Inno a i eness scale (based on Calan one e al., 2002)
IN1. Ou Company equen ly ies ou new ideas.
IN2. Ou company seeks ou new ways o do hings.
IN3. Ou company is c ea i e in i s me hods o ope a ion.
IN4. Ou company is o en he i s o ma ke wi h new p oduc s and se ices.
Co esponding au ho
F ancisco Fe m
ın Mall
en-B och can be con ac ed a : [email p o ec ed]
Fo ins uc ions on how o o de ep in s o his a icle, please isi ou websi e:
www.eme aldg ouppublishing.com/licensing/ ep in s.h m
O con ac us o u he de ails: [email p o ec ed]
EJMBE
34,2
192
