Strategic management of human resources: the case of Sasal, S.A. – Faurecia

• Autor(a) principal: Oliveira, António José
• Data de Publicação: 2020
• Outros Autores: Melo, João, Ribeiro, Célia
• Tipo de documento: Artigo
• Idioma: por
• Título da fonte: Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)
• Texto Completo: https://doi.org/10.34632/gestaoedesenvolvimento.2020.9465

An economic reality, where the changes of the surrounding environment are frequent, implies a different perspective of success in what the fabric business is concerned. Facing a context of an accelerated change, the perspective of an effective and successful business in short term can turn out to be unsuccessful, in medium or long term. Technological innovations, the complex economic context, uncertainty about the future, international competitiveness, new socio-cultural concepts, among others, have profoundly changed the commitments of the Human Resources Management. Facing a society that aims great challenges, the quality of the Human Resources Management can be a key factor for the success of the organizations. The main objectives of this study are to present a company that practices and implements the Human Resource Management practices and how a company in the automotive sector, "Sasal, S.A" - Faurecia, defines its strategy and plans for the Human Resources Management. A qualitative approach was used, based on a semi-structured interview. With this study, we can conclude that the Human Resources Department of the "Sasal, S.A" - Faurecia is composed by three main areas: recruitment and onboarding, payroll and reporting and communication and training. We can also conclude that the most valued competence, in the HR manager's personal point of view, is the emotional intelligence. Finally, the biggest difficulties the company faces are the location of employees to work in the company, qualifications of the employees and the shortage of employees.