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Uno de los problemas más comúnmente destacados de la educación actual es la pasividad y falta de motivación de muchos de los estudiantes (hombres y mujeres) en el aula. En este trabajo apostamos por el aprendizaje cooperativo (AC) como un camino para modificar el clima en las aulas, promoviendo la involucración, el diálogo y el consenso entre los estudiantes para llegar a construir un proyecto compartido en el que el producto final sea el resultado de las aportaciones de cada uno de los participantes en el proceso de enseñanza y aprendizaje. Nuestra propuesta de AC se articula en torno al uso de las nuevas tecnologías y toma la forma de AC online a través de Padlet. Esta herramienta proporciona al profesorado y al estudiantado un mural interactivo que permite la colaboración instantánea entre ambos. En particular, proponemos su aplicación como soporte a los grupos de investigación, como sistema de respuesta del estudiantado, como un modo de publicar diarios de clase y como una herramienta que permite dinamizar los procesos de diálogo online. Asimismo, se presentan los principales resultados de la propuesta de innovación educativa, tanto en términos del producto final como de nivel de satisfacción del alumnado. One of the most commonly highlighted problems of current education is the passivity and lack of motivation of many of the students (men and women) in the classroom. In this work we encourage the use of cooperative learning (CL) as a way to change the classroom climate, promoting involvement, dialogue and consensus among students to build a shared project in which the final product is the result of the contributions of each of the participants in the teaching and learning process. Our CL proposal is articulated around the use of new technologies and takes the form of online CL through Padlet. This tool provides the professors and the students with an interactive mural that allows the instant communication among them. In particular, we propose its application as a support for research groups, as a feedback system for students, as a way to publish class diaries and as a tool to dynamize online dialogue processes. We also present the main results of the educational innovation proposal, both in terms of the final product and the level of student satisfaction.

El escape room es una actividad de entretenimiento que puede ser aprovechada para fomentar el aprendizaje y las competencias transversales del estudiantado (hombres y mujeres). Las características de este juego son propicias para enganchar al alumnado en la resolución de los retos educativos. Aunque es una herramienta de creciente uso en el ámbito educativo, su aplicación en formato digital en el entorno universitario es relativamente escasa. Este trabajo muestra la experiencia de aplicar un escape room virtual en un grado universitario en España. Los resultados evidencian que el estudiantado experimenta calidad y satisfacción con el juego y sugieren, también, que a través del escape room virtual se pueden lograr objetivos de aprendizaje específicos y desarrollar competencias como la gestión emocional y el trabajo en equipo. Finalmente, discutimos las principales implicaciones y lecciones aprendidas. The escape room is a game that may be used to improve students' (men and women) learning and foster transversal competencies. The characteristics of this game are suitable to engage students in the solving of the educational challenges. Despite its growing use in educational contexts, there is limited evidence of its application in the university environment, particularly on a digital platform. This paper shows the experience of applying a virtual escape room in a Spanish university degree. Results shown in this study reveal that participants experience a high-quality game and a high level of satisfaction with the game and also indicate that through the virtual escape room, targeted learning goals and transversal competencies such as emotional management and teamwork can be achieved. We conclude by discussing the key implications and the lessons learned.

Enchanting work is a polysemic term that can account for multiple interpretations. It can be defined as a feeling of being connected in an affirmative way to existence. In organizational terms, enchanted workplaces are places of wonder that allow people to be active agents, who can impact on their environment, find meaning in their work, and flourish. In this context, enchantment has been operationalized in organizational and managerial literature in a variety of ways, including being resourceful, happy, resilient, passionate, motivated, or healthy at work, among others. The main purpose of this special issue was to highlight those elements that may promote enchanting work environments, and the processes through which (re-)enchantment may be achieved. Also, we were interested in understanding re-enchantment as an internal process. The author(s) disclosed receipt of the following financial support for the research, authorship, and/or publication of this article: This work was supported by the Spanish Ministry of Science, Innovation and Universities (Grant number: GC2018-099040-B-100; MCIU/AEI/FEDER, UE).

Drawing on the contextual perspective, this study provides novel empirical evidence on how the organisational context (specifically, the firm's human resource strategy) has an effect on employee proactivity. We use matched data from managers and employees in 102 Spanish professional service firms to examine how high performance work systems contribute to enhance employee proactive behaviours through two motivational variables: role breadth self-efficacy and flexible role orientation. Results of a multilevel study demonstrate that role breadth self-efficacy mediates between HPWS and employee proactivity, but flexible role orientation does not mediate this relationship. This research was supported by University Jaume I (Grant ref. P1.1B2013-26), by the Spanish Ministry of Science and Innovation (Ref. ECO2015-66671-P) and by Generalitat Valenciana (Grant ref. AICO/2015/029).

During the last decades, many empirical studies have analysed the relationship between human resource management and firm performance. Despite the call for multiple-rater designs, a relatively large number of researchers still rely on survey responses provided by a single informant in each organization. Single-informant designs suffer from a number of problems, especially when the responses provided by different types of raters across firms are pooled into a single dataset prior to assessing their equivalence across raters. Using an illustration of the relationship between high performance work systems and firm performance, in this paper we observe that responses provided by managers holding different positions (human resource managers and sales managers) differ significantly and therefore pooling their responses into a single dataset may result in confusing conclusions. Furthermore, we demonstrate that differences arise in the estimated parameters when a multiple-key-informant approach, compared to a single-informant design, is adopted. For these reasons, data collection using multiple key informants is recommended, based on the assumption that some raters in the firm will be more knowledgeable about the variables of interest than others. Research supported by University Jaume I (Grant ref. P1.1B2013-26), by the Spanish Ministry of Science and Innovation (Ref. ECO2015-66671-P) and by Generalitat Valenciana (Grant ref.AICO/2015/029).

What type of performance appraisal and compensation systems do quality-driven organisations use? Is there a dominant pattern among these companies? This paper presents the findings of an empirical study conducted on a sample of 180 Spanish organisations that have obtained EFQM recognition. The results, based on cluster analysis and ANOVA, indicate that only one group of organisations use development-oriented systems, and are therefore aligned with approaches recommended in the Quality Management literature. In addition, two other systems are identified, one that evidences inconsistency between performance appraisal and compensation, and another focusing on target achievement. ¿Qué sistemas de evaluación del desempeño y remuneración de sus empleados utilizan las organizaciones que trabajan en un contexto organizativo orientado a la Gestión de la Calidad y la excelencia? ¿Existe un patrón dominante entre estas organizaciones? En este artículo se presentan los resultados de un trabajo empírico realizado sobre una muestra de 180 organizaciones españolas que cuentan con un Reconocimiento a la Excelencia según el esquema de la EFQM. Los resultados, basados en análisis clúster y ANOVA, indican que sólo un grupo de organizaciones utiliza sistemas de evaluación del desempeño y remuneración orientados al desarrollo y, por tanto, alineados con lo que desde la literatura sobre Gestión de la Calidad se propone como un enfoque adecuado. Asimismo, se observan otros tipos de sistemas que presentan una falta de coherencia entre la evaluación del desempeño y la remuneración, o que están centrados en la consecución de objetivos. Los autores agradecen la financiación recibida desde la Universitat Jaume I (Ref. P1.1B2013-26), la Generalitat Valenciana (Ref. AICO/2015/029) y el Ministerio de Economía y Competitividad (Ref. ECO2015-66671-P). También agradecemos al CEG su apoyo al proporcionarnos el contacto con las empresas de la muestra.

El estudio de los costes que implica la rotación de los trabajadores en industrias clave para la economía ha enfatizado la importancia de retener a los recursos humanos considerados clave para las empresas con el fin de garantizar el éxito organizativo. Es por ello que el estudio de la rotación voluntaria de los trabajadores es relevante tanto para los investigadores, como para los directivos y empleados. En este trabajo y partiendo del modelo AMO de los recursos humanos pretendemos examinar cómo las tres principales dimensiones de un sistema de recursos humanos de alto rendimiento (prácticas de recursos humanos de incremento de habilidades –A–, de incremento de motivación –M– y de incremento de oportunidades –O–) afectan a la rotación voluntaria de los empleados de forma directa, a través de efectos de interacción y a través de tres mecanismos intermedios, como son el capital humano, la motivación y la autonomía de los empleados. Además, desde una visión contingente planteamos si estas relaciones varían entre puestos, en particular entre empleados de oficina y empleados manuales. Previous studies about the costs of employee rotation for key industries reveal the relevance of retaining core human resources in order to guaranteee organizational success, For this reason, the analysis of employee voluntary rotation has been relevant not only for researchers, but also for managers and employees. In this study, drawinng for the AMO model of human resource management, we examine the extent to whichthe three dimensions of a high performance work system (skill-enhancing human resource practices) directly affect employee voluntary rotation . We also analyze whether the interaction among these three dimensions influence voluntary rotation and the mediation affect of human capital, motivation and autonomy on this relationship. Futhermore, from a contigent perspective, we analyze whether the previous realtionships vary among job positions, in particular, between white and blu-collar employees. Esta investigación ha sido financiada por la Universitat Jaume I (referencia P1.1B2013-26) y el Ministerio de Ciencia e Innovación (referencia ECO2015-66671-P)

Article presentat al congrés INNODOCT/16 , celebrat a València, els dies 18-20 de maig de 2016 En este trabajo se presenta un proyecto de utilización de la Wikipedia como recurso docente. El principal objetivo de este proyecto es fomentar el aprendizaje colaborativo a través de una actividad en la que los estudiantes trabajan conceptos relacionados con la asignatura y contribuyen a la Wikipedia con los conocimientos adquiridos a partir de la consulta y estudio de manuales y artículos académicos. La participación en las actividades propuestas ha permitido mejorar las habilidades de búsqueda y tratamiento crítico de la información sobre un tema concreto, así como las habilidades de comunicación escrita. In this work, a project about the utilization of the Wikipedia as a teaching resource is presented. The main objective of this work is to encourage the collaborative learning through an activity in which the students work concepts related to the subject and contribute to the Wikipedia with the acquired knowledge based on the consulting and study of manuals and academic papers. The participation in the proposed activities has allowed to improve searching and critical processing skills of information about a specific topic, as well as the written communication skills.

Growing interest has been shown in the degree to which investment in human capital contributes to firm performance, yet limited research attention has been paid to the contextual conditions that moderate this relation. This investment may be more beneficial in some contexts than in others. Specifically, this study examines how temporary work and organizational size affect the value of human capital. We carry out a comparative analysis of the impact of human capital on firm performance among small and large companies with high and low use of temporary employment. From a sample of 1,403 industrial Spanish companies, findings indicate that the impact of human capital on labor productivity and return on sales is moderated by temporary work and organizational size. The most beneficial context is represented by a large company with a high degree of human capital and a lower use of temporary employment., Conferência - Investigação e Intervenção em Recursos Humanos, n. 2 (2010): II Conferência em Investigação e Intervenção em RH

Purpose – The purpose of this study is to analyze the potential existence of a concave downward curve between organizational commitment to employees (OCE) and labor productivity in small firms. It also aims to examine the moderating effects of labor intensity on this curvilinear relationship. Design/methodology/approach – The paper uses a sample of 819 manufacturing small firms from the Spanish Ministry of Industry and Energy's Survey on Business Strategies, and applies hierarchical regression analysis to test its hypotheses. Findings – The results support a non-linear association between OCE investments and labor productivity: the higher the level of OCE, the lower its positive impact on organizational outcomes will be. The results also support the contingent view of strategic human resource management, so that an investment in OCE is more effective in some contexts than in others. Practical implications – The paper concludes that managers and investors should be aware of the fact that investments in OCE are not always correspondingly beneficial. In the small firm setting, not all firms with large profits apply OCE. A high level of OCE investment may be counterproductive. Originality/value – The strategic human resource management literature usually assumes a linear relationship between OCE and organizational outcomes; very few empirical studies have considered a nonlinear approach.

Tendencies such as the increasing spread of market globalisation, new technological developments, the reduction of product life cycles and aggressive competition, are generating high levels of environmental changes and uncertainty for organisations of all types (Volberda, 1996; Sanchez, 1997). These circumstances require rapid responses through adaptations of organisational attitudes and capabilities, which lead to innovative management approaches and organisational methods (Bueno, 1996: 262). Traditional sources of competitive advantages are changing and it is imperative to deploy new strategies to successfully compete under changing external conditions. For example, flexibility is emerging as a competitive weapon that allows organisations to counteract current market evolution and competitive levels (Ahmed et al., 1996; Volberda, 1996). Flexibility is a broad concept that can refer to operational issues such as manufacturing flexibility, or to strategic decisions such as alterations in the organisation's product-market combinations. All these factors are associated with the organisation's efforts to adjust available means to external challenges. Regardless of the specific response adopted by organisations, it is broadly believed that environmental dynamism forces managers to pay increasing attention to the management of the organisation's social issues (Wright and Snell, 1998). From a managerial point of view, human resource management activities used by organisations in the new competitive landscape are changing. This can be seen, for example, in job descriptions. Nowadays individual contributions to organisational goals are being substituted by team accomplishments. Furthermore, technological advances (e.g. the introduction of Internet in companies) are making it difficult to assess and manage employee performance in the workplace. As a result High Commitment Management (HCM) is emerging as the optimal system to manage the employment relationships in modern organisations. HCM is a particular approach to human resources management characterised by certain features such as the emphasis on the development of employee skills, job enrichment and the provision of equitable incentives. A number of authors in recent decades have demonstrated the impact of HCM on organisational outcomes. From an employee-based perspective, organisations require a new type and level of contribution from their workforce. In order to successfully compete under dynamic conditions, people's performance of a fixed set of prescribed tasks is no longer considered adequate. Instead, competitive advantage comes from employees who are engaged in broad open-ended and interdependent roles (Campbell, 2000; Parker, 2000). In sum, from an individual perspective, human resource flexibility is a key success factor in current competitive environments. However, to date no accepted definition of human resource flexibility has been put forward; attempts should be made to provide this concept with a more solid theoretical background (Looise et al., 1998). In this study, I propose a conceptualisation of HR flexibility based on the premises of the Resource-Based View of the firm (RBV) (Wernerfelt, 1984; Barney, 1991; Amit and Shoemaker, 1993). Similarly to the role that value, rareness, inimitability and non-substitutability play in the consideration of resources as strategic assets (Barney, 1991), flexible resources are characterised by certain features, such as their applicability to a variety of uses or the ease with which they can be modified (Sanchez, 1995). One of the aims of this research is to apply these concepts to the conceptualisation of human resource flexibility.All things considered, social factors are essential to the successful deployment of organisational flexibility, as are the activities used to manage employees (Dyer and Shafer, 1999). Not only are individual responsibilities different in dynamic environments, but also the human resource activities used by organisations to manage their workforce will alter. The present study focuses on these two questions and analyses their interrelationships.The general purpose of this research is to examine the contribution of HCM to organisational performance by considering the role that human resource flexibility plays in this relationship. That is, I question whether a high commitment approach is important to determine the workforce's flexibility and to what extent a flexible workforce enhances organisational outcomes.