Model’s variables and measures
| HPWS | ||
|---|---|---|
| Description | Item scale | Variable |
| Training and learning | ||
| How many employees have participated in training sessions at other locations? (% of employees) | 1–7 | Formal and informal training |
| How many employees have received on-the-job training? (% of employees) | 1–7 | |
| How important are the following reasons for providing training to employees? | ||
| Allowing employees to acquire skills they need to do job rotation | 1–4 | Training purpose |
| Increasing the capacity of employees to articulate ideas | 1–4 | |
| How many employees are in jobs that require continuous training? (% of employees) | 1–7 | Skill-enhancing job diffusion |
| Recruitment | ||
| When recruiting new employees, how important is that the candidate has the skills required to do the job? | 0–1 | Skilled employee recruitment |
| When recruiting new employees, how important is that the candidate has the educational qualification that are required? | 0–1 | |
| Rewards | ||
| How many employees at this establishment received the following types of variable pay? (% of employees) | ||
| Payment by results | 1–7 | Variable pay schemes intensity |
| Individual performance | 1–7 | |
| Team performance | 1–7 | |
| Establishment performance | 1–7 | |
| How often are the following practices used to motivate employees: offering monetary rewards | 1–4 | Monetary lever |
| Performance appraisal | ||
| To be evaluated positively, how important is it that employees show the following behavior? | ||
| Helping colleagues without being asked | 1–4 | Collaboration-oriented performance appraisal |
| Making suggestions for improving the way things are done in the company | 1–4 | |
| Intrinsic motivational practices | ||
| How often are the following practices used to motivate employees? | ||
| Communicating a strong mission and vision, providing meaning to our work | 1–4 | |
| Providing interesting and stimulating work | 1–4 | Intrinsic levers |
| Providing opportunities for training and development | 1–4 | |
| Information sharing | ||
| Does this establishment make use of suggestion schemes? | Yes/No | Suggestion program |
| Which of the following practices are used to involve employees in how their work is organized? | ||
| Meetings between employees and manager | 1–3 | Knowledge-sharing |
| Meetings open to all employees | 1–3 | |
| Dissemination of information | 1–3 | |
| Discussions with employees on-line | 1–3 | |
| Job design | ||
| For how many employees in this establishment does their job include finding solutions to unfamiliar problems? (% of employees) | 1–7 | Work time discretion and problem-solving |
| For how many employees does their job include independently organising their own time? (% of employees) | 1–7 | |
| Which of these two statements best describes the general approach to management? Managers control employees or employees can autonomously carry out their tasks | 0–1 | Work method discretion |
| Digital technology | ||
| How many employees use personal computers or laptops? (% of employees) | 1–7 | Computer use |
| Does this establishment use robots? | Yes/No | Robots |
| Does this establishment use data analytics to improve the process of production? | Yes/No | Data analytics |
| Continued | ||
| Does this establishment use data analytics to monitor employee performance? | Yes/No | Data analytics |
| Employee participation | ||
| In your opinion to what extent have employees directly influenced management decisions in the following areas? | ||
| The organization and efficiency of work processes | 1–4 | |
| Dismissals | 1–4 | |
| Training and skill development | 1–4 | |
| Working time arrangements | 1–4 | |
| Payment schemes | 1–4 | |
| Firm innovation | ||
| Since the beginning of 2016, has this establishment introduced? | ||
| Any new or significantly changed product or services: New to the market | 0–1 | Product innovation |
| New to the establishment but not to the market | ||
| Any new or significantly changed process: New to the market New to the establishment but not to the market | Process innovation | |
| Control variables | ||
| How many people work in this establishment? | Size | |
| Since what year has this establishment been carrying out this activity? | Years | |
| Establishment's main activity category | Sector | |
| How important is to regulatory developing new product, services or processes? | Strategy | |
| How competitive the market is? | Market competitiveness | |
| Country of the establishment | Country | |
| HPWS | ||
|---|---|---|
| Description | Item scale | Variable |
| How many employees have participated in training sessions at other locations? (% of employees) | 1–7 | Formal and informal training |
| How many employees have received on-the-job training? (% of employees) | 1–7 | |
| How important are the following reasons for providing training to employees? | ||
| Allowing employees to acquire skills they need to do job rotation | 1–4 | Training purpose |
| Increasing the capacity of employees to articulate ideas | 1–4 | |
| How many employees are in jobs that require continuous training? (% of employees) | 1–7 | Skill-enhancing job diffusion |
| When recruiting new employees, how important is that the candidate has the skills required to do the job? | 0–1 | Skilled employee recruitment |
| When recruiting new employees, how important is that the candidate has the educational qualification that are required? | 0–1 | |
| How many employees at this establishment received the following types of variable pay? (% of employees) | ||
| Payment by results | 1–7 | Variable pay schemes intensity |
| Individual performance | 1–7 | |
| Team performance | 1–7 | |
| Establishment performance | 1–7 | |
| How often are the following practices used to motivate employees: offering monetary rewards | 1–4 | Monetary lever |
| To be evaluated positively, how important is it that employees show the following behavior? | ||
| Helping colleagues without being asked | 1–4 | Collaboration-oriented performance appraisal |
| Making suggestions for improving the way things are | 1–4 | |
| How often are the following practices used to motivate employees? | ||
| Communicating a strong mission and vision, providing meaning to our work | 1–4 | |
| Providing interesting and stimulating work | 1–4 | Intrinsic levers |
| Providing opportunities for training and development | 1–4 | |
| Does this establishment make use of suggestion schemes? | Yes/No | Suggestion program |
| Which of the following practices are used to involve employees in how their work is organized? | ||
| Meetings between employees and manager | 1–3 | Knowledge-sharing |
| Meetings open to all employees | 1–3 | |
| Dissemination of information | 1–3 | |
| Discussions with employees on-line | 1–3 | |
| For how many employees in this establishment does their job include finding solutions to unfamiliar problems? (% of employees) | 1–7 | Work time discretion and problem-solving |
| For how many employees does their job include independently organising their own time? (% of employees) | 1–7 | |
| Which of these two statements best describes the general approach to management? Managers control employees or employees can autonomously carry out their tasks | 0–1 | Work method discretion |
| How many employees use personal computers or laptops? | 1–7 | Computer use |
| Does this establishment use robots? | Yes/No | Robots |
| Does this establishment use data analytics to improve the process of production? | Yes/No | Data analytics |
| Continued | ||
| Does this establishment use data analytics to monitor employee performance? | Yes/No | Data analytics |
| In your opinion to what extent have employees directly influenced management decisions in the following areas? | ||
| The organization and efficiency of work processes | 1–4 | |
| Dismissals | 1–4 | |
| Training and skill development | 1–4 | |
| Working time arrangements | 1–4 | |
| Payment schemes | 1–4 | |
| Since the beginning of 2016, has this establishment introduced? | ||
| Any new or significantly changed product or services: | 0–1 | Product innovation |
| New to the establishment but not to the market | ||
| Any new or significantly changed process: | Process innovation | |
| How many people work in this establishment? | Size | |
| Since what year has this establishment been carrying out this activity? | Years | |
| Establishment's main activity category | Sector | |
| How important is to regulatory developing new product, services or processes? | Strategy | |
| How competitive the market is? | Market competitiveness | |
| Country of the establishment | Country | |