Recursos humanos

Where next for HRM? Rediscovering the heart and soul of people management Mick Marchington Chartered Companion of the CIPD Professor of Human Resource Management Co‐ordinator of the Fairness at Work Research Group, Manchester Business School, University of Manchester Abstract Is HRM becoming too closely linked with organisational performance? Does the growing tendency to look up the hierarchy and seek to satisfy the needs of major power‐brokers mean that too little time is spent looking at the rest of the organisation? This working paper argues that HR desperately needs to review the focus of its contribution to ensure that it retains distinctiveness and so adds real value. The author reasons that HRM needs to reconsider its roots in people management and its unique selling point which is based in a broader and more pluralistic definition of the subject. This has major implications for the work of practitioners and academics. It requires a stronger focus on the end‐results of HRM as well as its strategic formulation, and on identifying appropriate roles and measures that are more in tune with how HRM impacts on workers, as well as on product quality and customer service. This paper was commissioned by IES as part of its Visiting Fellows scheme. It helps mark the Institute’s 40th year anniversary. December 2008 ISBN: 9 781 85184 407 4 IES Working Paper: WP20 2 Where next for HRM? Introduction Plenty of time has been devoted to…

competition emphasize the firm’s ability both to explore and to exploit knowledge as the source of value creation. We attempt to bring human resource management directly into this forum by introducing a framework of relational archetypes—entrepreneurial and cooperative—that are derived from unique configurations of three dimensions (structural, affective, and cognitive) of social relations within and across firm boundaries. We identify how human resource configurations can be linked to…

GESTÃO ESTRATÉGICA DE PESSOAS E DESEMPENHO ORGANIZACIONAL: UMA ANÁLISE TEÓRICA A THEORETICAL ANALYSIS OF HUMAN RESOURCES STRATEGIC MANAGEMENT AND ORGANIZATIONAL PERFORMANCE Victor Natanael Schwetter Silveira * Doutorando no Centro de Pós-Graduação e Pesquisas em Administração – CEPEAD/UFMG Belo Horizonte, Minas Gerais, Brasil E-mail: victornssilveira@gmail.com Antônio Del Maestro Filho Professor Adjunto IV do Centro de Pós-Graduação e Pesquisas em Administração – CEPEAD/UFMG…

um estudo com as maiores empresas instaladas no Brasil. Revista de Administração da Universidade de São Paulo, v. 43, n. 1, p. 5-16, jan./mar., 2008. LENGNICK-HALL, M. L. et al. Strategic human resource management: the evolution of the field. Human Resource Management Review, v. 19, n. 2, p. 64-85, 2009. LEPAK, D. P.; SHAW, J. D. Strategic HRM in North America: looking to the future. The International Journal of Human Resource Management, v. 19, n. 8, ago., 2008. MARTÍN-ALCÁZAR,…

consequences 2341 4.1.3 Questions to Workers and staff 2346 CHAPTER 5 2361 CONCLUSIONS AND RECOMENDATIONS 2361 5.1. Conclusions 2361 5.2 Recommendations 2362 References 2363 APPENDICES 2365 DECLARATION The work contained in this dissertation was carried out by the author at the Catholic University of Mozambique, Faculty of Social and Political Sciences. It is the original work except where due references are…

gestão de recursos humanos; gestão estratégica de pessoas; as quatro faces de RH. ABSTRACT This paper aims to analyze Brazilian companies' Human Resource Management [HRM] performance. We used the Four Faces of the HRM model developed by Tanure, Evans and Pucik (2007) as a framework. The four faces are: executor, constructor, change partner and navigator. To achieve our goal, we discussed the result of a survey with 172 presidents of the 500 biggest companies in Brazil. We also…

special concern to management was the behavior of the company’s stock. Contrary to the upward direction of the firm’s sales and profits, the price of Wal-Mart’s stock had fallen from $56.98 in January, 2002 to $46.11 in January, 2006 and to $45.06 in March, 2006. Even though the board of directors had both repurchased stock and continually raised dividends, the stock had failed to respond. The case ends with CEO Lee Scott seeking an expansion program to grow both sales and profits,…

gestão de recursos humanos; gestão estratégica de pessoas; as quatro faces de RH. ABSTRACT This paper aims to analyze Brazilian companies’ Human Resource Management [HRM] performance. We used the Four Faces of the HRM model developed by Tanure, Evans and Pucik (2007) as a framework. The four faces are: executor, constructor, change partner and navigator. To achieve our goal, we discussed the result of a survey with 172 presidents of the 500 biggest companies in Brazil. We also…

alinhamento horizontal. This work aims to verify the existence of strategic alignment between organizational culture and human resource strategies in organizations located in Brazil. To this end, was used the Competing Values Model as a basis for analysis. This is a descriptive study, carried out with a sample of 150 organizations that stood out in an organizational climate survey conducted at national level. The data were analyzed using the technique of content analysis. It was…

CONTEMPORARY TOURISM: AN INTERNATIONAL APPROACH This page intentionally left blank Contemporary Tourism: An International Approach Chris Cooper and C Michael Hall AMSTERDAM • BOSTON • HEIDELBERG • LONDON • NEW YORK • OXFORD PARIS • SAN DIEGO • SAN FRANCISCO • SINGAPORE • SYDNEY • TOKYO Butterworth-Heinemann is an imprint of Elsevier Butterworth-Heinemann is an imprint of Elsevier Linacre House, Jordan Hill, Oxford OX2 8DP, UK 30 Corporate Drive, Suite 400,…