The Differences Between the Model and Competencies of the Strategic Partnership Between Human Resource Management and Line Managers in National and Multinational Companies
Main Author: | |
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Publication Date: | 2018 |
Other Authors: | , |
Format: | Article |
Language: | por eng |
Source: | Internext |
Download full: | https://internext.espm.br/internext/article/view/441 |
Summary: | The aim of this article is to compare the characteristics of the partnering model between the human resource management (HRM) area and line managers (LM) in national and multinational companies, highlighting significant differences, in particular those relating to professional competence. A survey was conducted with a sample of 99 respondents. The data collection instrument was developed based on the study of Holley (2009) and the CRANET Network (Fischer & Amorim, 2015). The data analysis consisted of two stages. In the first, Hypothesis 1 (H1) was tested by means of bivariate analysis. In the second, logistic regression was applied to test Hypotheses 2, 3, 4 and 5. No significant differences were found between the partnering models for human resource management and line managers according to the type of company. However, significant differences were identified between the types of companies in the following aspects: use of information technology, knowledge of HRM processes and the competencies required to act as a strategic partner. The aim is to contribute to the field of HRM by understanding better its strategic importance and making the partnership between HRM professionals and LM more efficient. |
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The Differences Between the Model and Competencies of the Strategic Partnership Between Human Resource Management and Line Managers in National and Multinational CompaniesAs Diferenças entre o Modelo e as Competências da Parceria Estratégica entre a Gestão de Recursos Humanos e os Gestores de Linha em Empresas Nacionais e MultinacionaisStrategic PartnershipHuman Resource ManagementLine ManagersParceria EstratégicaGestão de Recursos HumanosGestores de LinhaThe aim of this article is to compare the characteristics of the partnering model between the human resource management (HRM) area and line managers (LM) in national and multinational companies, highlighting significant differences, in particular those relating to professional competence. A survey was conducted with a sample of 99 respondents. The data collection instrument was developed based on the study of Holley (2009) and the CRANET Network (Fischer & Amorim, 2015). The data analysis consisted of two stages. In the first, Hypothesis 1 (H1) was tested by means of bivariate analysis. In the second, logistic regression was applied to test Hypotheses 2, 3, 4 and 5. No significant differences were found between the partnering models for human resource management and line managers according to the type of company. However, significant differences were identified between the types of companies in the following aspects: use of information technology, knowledge of HRM processes and the competencies required to act as a strategic partner. The aim is to contribute to the field of HRM by understanding better its strategic importance and making the partnership between HRM professionals and LM more efficient.O objetivo deste artigo é comparar as características do modelo de parceria entre a área de gestão de recursos humanos (GRH) e os gestores de linha (GL) em empresas nacionais e multinacionais, destacando as diferenças significativas, em especial as referentes às competências profissionais. Realizou-se uma survey com amostra de 99 respondentes. O instrumento de coleta foi desenvolvido com base no estudo de Holley (2009) e do CRANET Network (Fischer & Amorim, 2015). A análise dos dados constituiu-se em duas etapas, na primeira, testou-se a hipótese 1 (H1) por meio de análise bivariada e na segunda aplicou-se a regressão logística com a finalidade de testar as hipóteses 2, 3, 4 e 5. Constatou-se não existir diferenças significativas entre os modelos de parceria entre a GRH e os GL segundo o tipo da empresa. Todavia, identificou-se diferenças significativas entre os tipos de empresas nos seguintes aspectos: utilização de tecnologia da informação, domínio de conhecimento dos processos de GRH e de competências necessárias para a atuação como parceiro estratégico. Almeja-se contribuir para o campo da GRH ao compreender melhor sua importância estratégica, bem como para tornar mais eficiente a parceria entre profissionais de GRH e GL.Escola Superior de Propaganda e Marketing - ESPM2018-09-21info:eu-repo/semantics/articleinfo:eu-repo/semantics/publishedVersionapplication/pdfapplication/pdfhttps://internext.espm.br/internext/article/view/44110.18568/1980-4865.13328-41Internext - International Business and Management Review ; Vol. 13 No. 3 (2018): September/December; 28-41Internext; v. 13 n. 3 (2018): Setembro/Dezembro; 28-411980-4865reponame:Internextinstname:Escola Superior de Propaganda e Marketing (ESPM)instacron:ESPMporenghttps://internext.espm.br/internext/article/view/441/pdfhttps://internext.espm.br/internext/article/view/441/pdf_1Copyright (c) 2018 Internextinfo:eu-repo/semantics/openAccessBotter, JuniaGonçalves Rosa, DeniseCampos Lima, Luciana2023-06-06T20:47:25Zoai:ojs.emnuvens.com.br:article/441Revistahttps://internext.espm.br/internextPRIhttps://internext.espm.br/internext/oaiinternext@espm.br1980-48651980-4865opendoar:2023-06-06T20:47:25Internext - Escola Superior de Propaganda e Marketing (ESPM)false |
dc.title.none.fl_str_mv |
The Differences Between the Model and Competencies of the Strategic Partnership Between Human Resource Management and Line Managers in National and Multinational Companies As Diferenças entre o Modelo e as Competências da Parceria Estratégica entre a Gestão de Recursos Humanos e os Gestores de Linha em Empresas Nacionais e Multinacionais |
title |
The Differences Between the Model and Competencies of the Strategic Partnership Between Human Resource Management and Line Managers in National and Multinational Companies |
spellingShingle |
The Differences Between the Model and Competencies of the Strategic Partnership Between Human Resource Management and Line Managers in National and Multinational Companies Botter, Junia Strategic Partnership Human Resource Management Line Managers Parceria Estratégica Gestão de Recursos Humanos Gestores de Linha |
title_short |
The Differences Between the Model and Competencies of the Strategic Partnership Between Human Resource Management and Line Managers in National and Multinational Companies |
title_full |
The Differences Between the Model and Competencies of the Strategic Partnership Between Human Resource Management and Line Managers in National and Multinational Companies |
title_fullStr |
The Differences Between the Model and Competencies of the Strategic Partnership Between Human Resource Management and Line Managers in National and Multinational Companies |
title_full_unstemmed |
The Differences Between the Model and Competencies of the Strategic Partnership Between Human Resource Management and Line Managers in National and Multinational Companies |
title_sort |
The Differences Between the Model and Competencies of the Strategic Partnership Between Human Resource Management and Line Managers in National and Multinational Companies |
author |
Botter, Junia |
author_facet |
Botter, Junia Gonçalves Rosa, Denise Campos Lima, Luciana |
author_role |
author |
author2 |
Gonçalves Rosa, Denise Campos Lima, Luciana |
author2_role |
author author |
dc.contributor.author.fl_str_mv |
Botter, Junia Gonçalves Rosa, Denise Campos Lima, Luciana |
dc.subject.por.fl_str_mv |
Strategic Partnership Human Resource Management Line Managers Parceria Estratégica Gestão de Recursos Humanos Gestores de Linha |
topic |
Strategic Partnership Human Resource Management Line Managers Parceria Estratégica Gestão de Recursos Humanos Gestores de Linha |
description |
The aim of this article is to compare the characteristics of the partnering model between the human resource management (HRM) area and line managers (LM) in national and multinational companies, highlighting significant differences, in particular those relating to professional competence. A survey was conducted with a sample of 99 respondents. The data collection instrument was developed based on the study of Holley (2009) and the CRANET Network (Fischer & Amorim, 2015). The data analysis consisted of two stages. In the first, Hypothesis 1 (H1) was tested by means of bivariate analysis. In the second, logistic regression was applied to test Hypotheses 2, 3, 4 and 5. No significant differences were found between the partnering models for human resource management and line managers according to the type of company. However, significant differences were identified between the types of companies in the following aspects: use of information technology, knowledge of HRM processes and the competencies required to act as a strategic partner. The aim is to contribute to the field of HRM by understanding better its strategic importance and making the partnership between HRM professionals and LM more efficient. |
publishDate |
2018 |
dc.date.none.fl_str_mv |
2018-09-21 |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/article info:eu-repo/semantics/publishedVersion |
format |
article |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
https://internext.espm.br/internext/article/view/441 10.18568/1980-4865.13328-41 |
url |
https://internext.espm.br/internext/article/view/441 |
identifier_str_mv |
10.18568/1980-4865.13328-41 |
dc.language.iso.fl_str_mv |
por eng |
language |
por eng |
dc.relation.none.fl_str_mv |
https://internext.espm.br/internext/article/view/441/pdf https://internext.espm.br/internext/article/view/441/pdf_1 |
dc.rights.driver.fl_str_mv |
Copyright (c) 2018 Internext info:eu-repo/semantics/openAccess |
rights_invalid_str_mv |
Copyright (c) 2018 Internext |
eu_rights_str_mv |
openAccess |
dc.format.none.fl_str_mv |
application/pdf application/pdf |
dc.publisher.none.fl_str_mv |
Escola Superior de Propaganda e Marketing - ESPM |
publisher.none.fl_str_mv |
Escola Superior de Propaganda e Marketing - ESPM |
dc.source.none.fl_str_mv |
Internext - International Business and Management Review ; Vol. 13 No. 3 (2018): September/December; 28-41 Internext; v. 13 n. 3 (2018): Setembro/Dezembro; 28-41 1980-4865 reponame:Internext instname:Escola Superior de Propaganda e Marketing (ESPM) instacron:ESPM |
instname_str |
Escola Superior de Propaganda e Marketing (ESPM) |
instacron_str |
ESPM |
institution |
ESPM |
reponame_str |
Internext |
collection |
Internext |
repository.name.fl_str_mv |
Internext - Escola Superior de Propaganda e Marketing (ESPM) |
repository.mail.fl_str_mv |
internext@espm.br |
_version_ |
1793890310045040640 |