Políticas e práticas de gestão de pessoas: investigando as abordagens estratégica e institucional
Autor(a) principal: | |
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Data de Publicação: | 2009 |
Tipo de documento: | Relatório |
Idioma: | por |
Título da fonte: | Repositório Institucional do FGV (FGV Repositório Digital) |
Texto Completo: | http://hdl.handle.net/10438/13429 |
Resumo: | Several observers have pointed that the research in Human Resource Management has predominantly adopted a functionalistic and positivistic approach, in which it is assumed to be possible to establish clear strategic objectives and the means to achieve them – this approach has been called Strategic Human Resource Management (SHRM). This paper investigates HRM policies and practices from an institutional point of view. Results show that institutional forces like unions, legislation and clients may exert great influence in the shaping of HRM policies and practices. Therefore, policy elaboration and implementation cannot be considered a straightforward process. Results also suggest that these institutional forces may have different weights for the different sectors: clients may have great influence in service organizations; for capital intensive industries, coercive and normative forces may be more important. |
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Lacombe, Beatriz Maria BragaEscolas::EAESP2015-02-24T16:09:04Z2015-02-24T16:09:04Z2009http://hdl.handle.net/10438/13429Several observers have pointed that the research in Human Resource Management has predominantly adopted a functionalistic and positivistic approach, in which it is assumed to be possible to establish clear strategic objectives and the means to achieve them – this approach has been called Strategic Human Resource Management (SHRM). This paper investigates HRM policies and practices from an institutional point of view. Results show that institutional forces like unions, legislation and clients may exert great influence in the shaping of HRM policies and practices. Therefore, policy elaboration and implementation cannot be considered a straightforward process. Results also suggest that these institutional forces may have different weights for the different sectors: clients may have great influence in service organizations; for capital intensive industries, coercive and normative forces may be more important.Tem sido observado por diversos autores que grande parte da pesquisa acadêmica sobre a Gestão de Pessoas tem adotado quadros de referência teóricos de natureza positivista e funcionalista, em que se pressupõe ser possível estabelecer objetivos claros e planos de ação para alcançá-los: adota-se, em geral, o que tem sido denominado a abordagem estratégica de Recursos Humanos. Este trabalho tem por objetivo investigar a influência dos fatores contextuais, que podem ser associados à teoria institucional, sobre a elaboração das políticas e práticas de Gestão de Pessoas. Os resultados mostram que as forças contextuais – acionistas, sindicatos, a legislação e os clientes, principalmente, exercem grande influência sobre as políticas e práticas de Gestão de Pessoas e que, portanto, a definição e a implementação da estratégia não são processos tão claros e definidos. Ademais, os resultados sugerem que essas forças dependem do setor de atividade: para empresas de serviços, a força dos clientes é muito grande; para empresas de capital intensivo, as forças coercitivas e normativas podem ser mais importantes.porRelatório de pesquisa FGV/EAESP/NPP;n.12Gestão de pessoasAdministração estratégica de RHAbordagens teóricasAdministração de empresasRecursos humanosPolíticas e práticas de gestão de pessoas: investigando as abordagens estratégica e institucionalinfo:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/reportreponame:Repositório Institucional do FGV (FGV Repositório Digital)instname:Fundação Getulio Vargas (FGV)instacron:FGVinfo:eu-repo/semantics/openAccessORIGINALrelatorio_npp_RH_em_redes_de_empresas.pdfrelatorio_npp_RH_em_redes_de_empresas.pdfapplication/pdf284334https://repositorio.fgv.br/bitstreams/ff00e03b-4086-4bb6-966b-c05bd77d25fc/downloadd89de78cdc9070ef8f0ace74d38fb8f9MD51LICENSElicense.txtlicense.txttext/plain; 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dc.title.por.fl_str_mv |
Políticas e práticas de gestão de pessoas: investigando as abordagens estratégica e institucional |
title |
Políticas e práticas de gestão de pessoas: investigando as abordagens estratégica e institucional |
spellingShingle |
Políticas e práticas de gestão de pessoas: investigando as abordagens estratégica e institucional Lacombe, Beatriz Maria Braga Gestão de pessoas Administração estratégica de RH Abordagens teóricas Administração de empresas Recursos humanos |
title_short |
Políticas e práticas de gestão de pessoas: investigando as abordagens estratégica e institucional |
title_full |
Políticas e práticas de gestão de pessoas: investigando as abordagens estratégica e institucional |
title_fullStr |
Políticas e práticas de gestão de pessoas: investigando as abordagens estratégica e institucional |
title_full_unstemmed |
Políticas e práticas de gestão de pessoas: investigando as abordagens estratégica e institucional |
title_sort |
Políticas e práticas de gestão de pessoas: investigando as abordagens estratégica e institucional |
author |
Lacombe, Beatriz Maria Braga |
author_facet |
Lacombe, Beatriz Maria Braga |
author_role |
author |
dc.contributor.unidadefgv.por.fl_str_mv |
Escolas::EAESP |
dc.contributor.author.fl_str_mv |
Lacombe, Beatriz Maria Braga |
dc.subject.por.fl_str_mv |
Gestão de pessoas Administração estratégica de RH Abordagens teóricas |
topic |
Gestão de pessoas Administração estratégica de RH Abordagens teóricas Administração de empresas Recursos humanos |
dc.subject.area.por.fl_str_mv |
Administração de empresas |
dc.subject.bibliodata.por.fl_str_mv |
Recursos humanos |
description |
Several observers have pointed that the research in Human Resource Management has predominantly adopted a functionalistic and positivistic approach, in which it is assumed to be possible to establish clear strategic objectives and the means to achieve them – this approach has been called Strategic Human Resource Management (SHRM). This paper investigates HRM policies and practices from an institutional point of view. Results show that institutional forces like unions, legislation and clients may exert great influence in the shaping of HRM policies and practices. Therefore, policy elaboration and implementation cannot be considered a straightforward process. Results also suggest that these institutional forces may have different weights for the different sectors: clients may have great influence in service organizations; for capital intensive industries, coercive and normative forces may be more important. |
publishDate |
2009 |
dc.date.issued.fl_str_mv |
2009 |
dc.date.accessioned.fl_str_mv |
2015-02-24T16:09:04Z |
dc.date.available.fl_str_mv |
2015-02-24T16:09:04Z |
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info:eu-repo/semantics/report |
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report |
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publishedVersion |
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http://hdl.handle.net/10438/13429 |
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http://hdl.handle.net/10438/13429 |
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por |
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por |
dc.relation.ispartofseries.por.fl_str_mv |
Relatório de pesquisa FGV/EAESP/NPP;n.12 |
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info:eu-repo/semantics/openAccess |
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openAccess |
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