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La importancia de los recursos humanos en la cadena de suministro

The investigations show that the SCM has emerged as a strategic organizational process that is driven by human interaction. Meanwhile, most companies recognize the importance of strategic management of their supply chains (SC), but there are few who believe that the success of this management is based on the performance of individuals in the chain. In addition, the existing literature considers the management of people in the SC as a neglected research (Nils-Ole Hohenstein et al., 2014) area. Consequently, this thesis is part of this research gap between the fields of study of SC and human resources (HR), the main objective is to analyze the impact of human resources management chain supply (HRSC), with the intention of improving the performance of the same. To achieve the stated objectives have been raised three scholarly contributions that constitute the relevant chapters of this research. Thus, this thesis is presented as a compendium of three injections, each of which is focused on achieving certain methodological strategies proposed under different objectives. The first contribution presents a bibliometric study on HRSC, which is based on a thorough analysis of the articles located on HRSC, in order to identify aspects of the research methods used, subject areas studied and the main contributions of this research. The results of this contribution justify the importance of the study of HRSC. The objective of the second contribution is to determine the effect that the management of human resources in the SC and, in turn, how this affects customer satisfaction and business performance. In this direction, a quantitative empirical study was developed from a survey of Spanish manufacturing firms, of which a total of 231 valid responses were obtained. The contrast of the hypothesis was based on the technique of partial least squares (PLS). The results of this contribution suggests that successful implementation of SCM (SCMI) not only directly enhances the performance of the SC, but also indirectly increases customer satisfaction and organizational performance. Finally, the third contribution presents a quantitative empirical study in order to explore the relationships of each of the specific HR practices at a disaggregate with the implementation and results of the SC. Furthermore, not only influence it directly, but also, indirectly, on the outcome of the SCM.

José María Castán FarreroLaura Guitart Tarrés

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