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The purpose of this paper is to bring new insights into the underexplored mediating role of psychological empowerment (PE) in the link between high-performance work systems (HPWS) and employees’ affective commitment. Furthermore, given the distinct behaviour that the different dimensions of PE have shown in previous studies, we have followed the call for more empirical research in this field by considering such specific dimensions. Thus, the present paper examines, from a multilevel perspective, the extent to which Spreitzer’s (1995) employee PE dimensions (meaning, competence, self-determination and impact) mediate the relationship between HPWS and employee affective commitment.

A multilevel approach, with matched data from HR managers and a sample of 504 core employees in 142 Spanish firms, is used to test the hypotheses through structural equation modelling methodology.

We corroborate that three of the dimensions of employee PE (meaning, self-determination and impact) mediate the relationship between HPWS and employee AC.

The study contributes to the existing literature by elucidating the importance of generating motivating feelings in employees as a way of promoting affective reactions in organisations. More specifically, it highlights the usefulness of examining and boosting different segments of the psychological empowerment construct when seeking committed employees.

To take an in‐depth look at the EFQM Excellence Model by assessing how enabler and result criteria are interrelated, and how enablers as a whole affect the complete set of results.

Provides new insight and understanding of the associations between the EFQM criteria. Canonical correlation analysis is used to measure the relationships between enablers and results, while accounting for interdependences within those sets of variables. To test the suggested causal relationship, data from a questionnaire survey conducted on 446 companies (manufacturing and service sectors) is used.

The set of enabler criteria is strongly related to the result criteria set and, with the exception of policy and strategy criteria, all the enablers and result criteria in the EFQM Excellence Model make a significant contribution to this relationship. All the enabler criteria contribute in the same way to result improvements, consequently a balanced approach in the development of enablers allows correlation between enablers and results to be maximised, thereby obtaining an optimal benefit from the EFQM Excellence Model.

The data obtained are based only on sample of Spanish firms. Studies in other countries should be conducted to ensure the reliability of the results obtained. A natural extension of this paper would be to analyse the existence of differences between industries in the EFQM Excellence Model.

A greater understanding of the linkages between the elements making‐up the EFQM model, facilitating the guiding role that award models play in the implantation of TQM systems.

A new perspective for examining the linkages between the EFQM criteria in depth. The study of the relationships between all its elements is taken into account, thereby avoiding testing isolated associations. A holistic approach to studying the relationships in the EFQM Excellence Model.

This study aims to examine how temporary employment and organizational size moderate the effect of human capital on firm performance. The authors also analyze the overall effect of human capital, temporary contracts and organizational size on firm performance. This enables them to identify which combination of these three variables leads to the highest levels of profitability.

From a sample of 1,403 Spanish firms, the authors carry out a comparative analysis of the impact of human capital on labor productivity and return on sales among small and large companies with high and low use of temporary employment.

The positive effect of human capital on return of sales is greater in large firms with low temporary employment than in small firms with high temporary employment. In addition, this positive effect is not universal because in some scenarios it is not significant. The most beneficial context is that of large companies with a high level of human capital and a low use of temporary employment.

The results should be interpreted within the Spanish manufacturing sector.

Decisions about investment in human capital and the use of temporary workers should be taken jointly by personnel managers, in accordance with the size of the firm. If this holistic view is ignored, a full understanding of the impact of human capital on firm performance will be obscured. On the other hand, a common feature that large and small firms share is an incompatibility between human capital and temporary employment.

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 relationship. Investment in human capital can be more beneficial in some scenarios than in others.

The purpose of this paper is to examine the effect of organizational commitment to employees (OCE) on organizational performance through two different approaches – a configurative approach and a universalistic approach. The theoretical model formulated in this paper integrates both propositions with the aim of analyzing which has the most relevant impact on organizational performance.

Structural equation models were applied to test these propositions by means of a survey of a random sample of 230 service firms.

It was found that the configurational hypothesis is more important than the universalist hypothesis.

The study only included information from one member of executive management staff. This study is an initial attempt in the strategic human resource management literature to examine the configurative perspective as a covariation pattern.

OCE by itself does not affect organizational performance. It is necessary to consider the context in which it is applied in order to understand the effect of OCE on performance. This explains why not all employers pursue an OCE model.

It is proved that “fit as covariation” can be adequate for studying the configurative theory. A complementary vision of the configurative and universalistic hypotheses was adopted, according to which these two hypotheses are not contradictory and could be tested simultaneously.

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.

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.

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.

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.

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.