Strategic Approach To Hrm

LEADERSHIP A guide to managing for results Michael Armstrong i ARMSTRONG’S HANDBOOK OF MANAGEMENT AND LEADERSHIP ii This page is intentionally left blank iii ARMSTRONG’S HANDBOOK OF MANAGEMENT AND LEADERSHIP 2ND EDITION A guide to managing for results Michael Armstrong London and Philadelphia iv Publisher’s note Every possible effort has been made to ensure that the information contained in this book is accurate at the time of going to press,…

nas organizações. PALAVRAS-CHAVE Remuneração estratégica; Competências; Gestão de pessoas. ABSTRACT This article is aimed at deepening the knowledge about skill and competence pay systems implemented by Brazilian organizations, comparing them to assumptions underlying current literature and looking for research findings about their effectiveness. A field research was conducted in seven major organizations (located at the states of São Paulo, Rio de Janeiro and Paraná) in which…

this study is to identify similarities and differences between the leadership practices of managing entrepreneurs and professional CEOs and to investigate how these impact on their immediate subordinates’ satisfaction, commitment, motivation, and effectiveness (engagement). Design/methodology/approach – A multiple-respondents survey, aiming at CEOs and their immediate subordinates, was conducted. Factor analysis, correlations and moderated regression analysis were used in order to reach…

baseadas em conceitos atrelados a cultura de empresas empreendedoras e aos movimentos gerenciais como total quality management – TQM e human resource management – HRM. O termo TQM consiste de “um sistema de atividades direcionadas para o consumidor, dando poder aos funcionários, aumentando rendimentos e reduzindo custos” (JURAN, 1993, p. 12) e HRM está intimamente ligado com total employee involvement and empowerment – TEIE – cuja principal idéia está centrada “na ajuda que os…

|PLANEJAMENTO POR TODOS OS NÍVEIS | | |Meio-termo entre o planejamento de cima para baixo (top-to-bottom) e o de | | |baixo para cima (bottom-to-top). Com a participação dos vários níveis de | | |administração, são tirados os melhores pontos de cada um, dando o nome de | |

HAFFENDEN, Mike; LAMBERT, Andrew. The “fit for purpose” HR function. Corporate Research Forum. Strategic HR Review. v.4, n.1, Nov/Dec. 2004. p. 25-30. BARNEY, Jay. Firm resources and sustained competitive advantage. Journal of Management. v.17. 1991. p. 99-120. BARNEY, Jay. Gaining and sustaining competitive advantage. 2nd. Ed. New Jersey: Prentice Hall. 2002. BARON, James N.; KREPS, David M.; Strategic human resources – frameworks for general managers. New York: John Wiley and…

relations, disciplinary and grievance procedures, welfare, and legal compliance; Service delivery and information: including the provision of management information and data, and HR service delivery to the line; Strategy insights and solutions: including the application of knowledge of strategic issues to the design and delivery of HR strategy; Leading and managing the HR function: leading and managing a ‘fit for purpose’ HR function OS OBJECTIVOS PRINCIPAIS DA GRH (4):…

competitiveness can be gained from the strategic alignment between people management, so, the set of policies and practices adopted by companies and their innovation strategy. Thus, the objective of this study was to determine whether there strategic alignment between the innovation strategy and management strategy for people in business and what innovative people management practices are being adopted by these companies. We developed a qualitative approach, through the analysis of…

some deep changes in society, specially in organizations competitiveness. Nowadays, it is possible to achieve competitive advantage through an optimal management of organizational knowledge, represented by the transformation of information into intelligence. This tendency has gained strength in the corporate world because of the growing need of managers to make more assertive decisions due to a great quantity of data and information available. Inside this scenario, the process by…

Global businesses can offer practical guidance and set ethical examples for others to follow by establishing corporate values beyond written business codes. Four key work values (Honesty, Fairness, Concern of Others, and Achievement) known to be present in businesses across cultures, are put forth as a baseline start for multinational corporation leaders. Offered is a process for making the core values unique to an organization, and for adopting and training managers in the use of core…