scholarly journals HRM in Brazil: an institutional approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Wilson Aparecido Costa de Amorim ◽  
Marcus Vinicius Gonçalves da Cruz ◽  
Amyra Moyzes Sarsur ◽  
André Luiz Fischer
Keyword(s):  
Labor Market ◽  
Human Resources ◽  
Labor Relations ◽  
Human Resources Management ◽  
National Level ◽  
Local Conditions ◽  
Content Type ◽  
Institutional Approach ◽  
The Subject ◽  
Hr Managers

PurposeThe purpose of this work is to comparatively study human resources management (HRM) areas in Brazil, at the national level, analyzing how companies considered labor market and labor relations aspects when building their strategies and when configuring people management models in place in the country (2014–2019), based on local conditions.Design/methodology/approachThe subject was approached through qualitative analysis, encompassing document survey, systematic literature review, specialists' panel discussions, eight focus groups (43 human resources [HR] managers), interviews (16 union members), applying institutional approach to people management.FindingsIn regards to labor market and unions, HR areas faced different conditions across Brazilian regions. They have dealt with those influences on their strategic and quotidian decisions in an unstructured fashion. HR areas remain constructed as traditional, adjuvant and far from strategic level. In the institutionalization process – normative isomorphism – a professional HR jargon use was identified. HR areas usually act in collective bargaining, resorting to specialized professionals or consulting companies. During the economic crisis, HR professionals' attitude had a reactive nature, responding to organizations leadership, with little dedication to the emerging context.Practical implicationsThis work enables important players like HR managers, union members and specialists in public policies to interpret the institutionalization phenomena of practices related to management, labor market and labor relations in the country.Social implicationsUnderstanding the effects of the relations among state, companies and unions allows the different power vectors, acting upon the institutionalization process of people management areas in the Brazilian case, to be outlined.Originality/valueThis study applies the institutional approach to understand the economic and social heterogeneity affecting organizations in Brazil. It enhances the knowledge on HRM areas scope and their articulation toward labor market and relations.

Approaches and Concepts to Restructuring Human Resources Management Functions

2011 ◽  
pp. 2120-2129
Author(s):  
Peter M. Wald ◽  
Rainhart Lang
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Strategic Role ◽  
The Subject ◽  
Hr Managers ◽  
Management Functions ◽  
Hr Function ◽  
Practical Field

Nowadays, most human resources (HR) managers are confronted with cost pressure, the demand for offering “high-quality-HR services” and the necessity for strategic contributions (Hewitt, 2004). Human resource management (HRM) with its current structures and tools is often unable to completely fulfill these requirements. Therefore, a strong need for reorganization of HR as a function is obvious. In the last few years, many efforts have been undertaken by HRM practitioners to re-structure HRM at the level of organizations as reflected in surveys or case studies from leading firms. Examples can be found in Som (2003) and Fairbain (2005). Moreover, the restructuring of the HR function has been the subject of a broad discussion among scientists and researchers in the field of management (Becker & Huselid, 1999; Caldwell, 2003, 2004; Truss, Gratton, Hope- Hailey, Stiles, & Zaleska, 2002). It is remarkable that this discussion has mainly focused on the strategic role of HRM (Lawler III, 2005), and consultants in the practical field have particularly given advice to improve the quality of HR services (Hewitt, 2004; Towers Perrin, 2005). A more complex view on the restructuring of HRM is rarely to be found.

Approaches and Concepts to Restructuring Human Resources Management Functions

2009 ◽  
pp. 48-55
Author(s):  
Peter M. Wald ◽  
Rainhart Lang
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Strategic Role ◽  
The Subject ◽  
Hr Managers ◽  
Management Functions ◽  
Hr Function ◽  
Practical Field

Nowadays, most human resources (HR) managers are confronted with cost pressure, the demand for offering “high-quality-HR services” and the necessity for strategic contributions (Hewitt, 2004). Human resource management (HRM) with its current structures and tools is often unable to completely fulfill these requirements. Therefore, a strong need for reorganization of HR as a function is obvious. In the last few years, many efforts have been undertaken by HRM practitioners to re-structure HRM at the level of organizations as reflected in surveys or case studies from leading firms. Examples can be found in Som (2003) and Fairbain (2005). Moreover, the restructuring of the HR function has been the subject of a broad discussion among scientists and researchers in the field of management (Becker & Huselid, 1999; Caldwell, 2003, 2004; Truss, Gratton, Hope-Hailey, Stiles, & Zaleska, 2002). It is remarkable that this discussion has mainly focused on the strategic role of HRM (Lawler III, 2005), and consultants in the practical field have particularly given advice to improve the quality of HR services (Hewitt, 2004; Towers Perrin, 2005). A more complex view on the restructuring of HRM is rarely to be found.

scholarly journals Making HRM curriculum relevant – a hypothetical practitioners’ guide

2018 ◽  
Vol 10 (1) ◽  
pp. 93-100
Author(s):  
Vic Benuyenah ◽  
Bistra Boukareva
Keyword(s):  
Focus Group ◽  
Curriculum Development ◽  
Human Resources ◽  
Design Methodology ◽  
Human Resources Management ◽  
Professional Experience ◽  
Content Type ◽  
Resources Management ◽  
Changing Trends ◽  
The Subject

Purpose Despite business schools teaching human resources management (HRM) for several decades, the skill set of graduates today fails to match the requirements of the industry. Although some attempt has been made to make the HRM curricula relevant, in most cases, a large gap exists between the subject, its assessment and the industry demands. The purpose of this paper is to illustrate the changing trends in the field of HR and present ideas that will guide modern HRM curriculum development. Design/methodology/approach The paper draws on professional experience of the authors in teaching and developing HR curricula as well as literature illustrations from work-based learning. Findings To achieve relevancy, HR curricula need to focus more on professional work-based skills that are pertinent to the contemporary workplace and re-structure exam formats to be in line with skills required in the HR profession. Research limitations/implications There is an opportunity to test the ideas expressed in this paper empirically; this can normally be done through a triad focus group including employers, students and teachers. Originality/value The paper is predicated on the mismatch between the teaching and assessment of some HR subjects and the needs of the contemporary HR profession.

Internal Labor Market in the System of Social and Labor Relations

2004 ◽  
pp. 105-114 ◽  
Author(s):  
Yu. Odegov ◽  
G. Rudenko
Keyword(s):  
Labor Market ◽  
Human Resources ◽  
Labor Markets ◽  
Labor Relations ◽  
Human Resources Management ◽  
Internal Labor Market ◽  
Internal Labor Markets ◽  
Resources Management ◽  
Balanced Development

The expediency of using in scientific parlance and in practice of human resources management the category "internal labor market" is grounded in the article. The specifics of intra-firm labor market forming and functioning are described. The authors study the mechanism of external and internal labor markets interaction from the standpoint of providing their balanced development.

Is the human resources management qualification required? An observation of human resources executives in Singapore and Macau integrated resorts and hotels

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ian Patrick Austin ◽  
N.G. Danny
Keyword(s):  
Human Resources ◽  
Comparative Research ◽  
Qualitative Method ◽  
Human Resources Management ◽  
Foreign Workers ◽  
Content Type ◽  
Organizational Skills ◽  
Hr Managers ◽  
Skills Shortages ◽  
Practical Implications

Purpose This study aims to examine the human resources (HR) knowledge and cross-cultural and interpersonal skills needed by HR managers/directors to administer the integrated resort and hotel (IR&H) organizational talent. Design/methodology/approach This paper uses a qualitative method in the form of extensive interviews. Findings The labor-intensive nature of the IR&Hs have forced these organizations to be innovative in terms of retaining their top talents and to look overseas for foreign workers to ensure smooth operations. Research limitations/implications The research is limited to two Asian geographies and the high regulatory nature of the industry correspondingly limits the number of HR executives in operation within IR&Hs. Practical implications This paper provides insights for current and future Asian-based IR&Hs policy planners and HR managers. Social implications The paper provides an understanding of national and organizational skills shortages and their impact upon work and workers. Originality/value No previous comparative research in relation to Singapore and Macau has been conducted.

Determinants of building consistent human resources management systems

2018 ◽  
Vol 39 (3) ◽  
pp. 354-377 ◽  
Author(s):  
Natalia García-Carbonell ◽  
Fernando Martín-Alcázar ◽  
Gonzalo Sanchez-Gardey
Keyword(s):  
Human Resources ◽  
Internal Consistency ◽  
Cognitive Skills ◽  
Human Resources Management ◽  
Decision Makers ◽  
Cognitive Approach ◽  
Content Type ◽  
Resources Management ◽  
Process Perspective ◽  
Hr Managers

Purpose While previous human resources management (HRM) studies have focused on human resources (HR) practices to explain the strategic HRM-performance link, organizational communication is studied as a key HRM process and an alternative perspective explains the factors influencing communication implementation and subsequently internal HRM system consistency. The paper aims to discuss these issues. Design/methodology/approach HR decision makers’ human capital is examined as a determinant of communication implementation by applying the partial least squares approach to a sample of 120 Spanish HR managers. Findings The results confirm the relevance of HR decision makers’ cognitive skills, showing that communication of HRM strategy does not appear to require a particular cognitive approach but rather a balance of creative and rational skills. Additionally, the findings suggest that appropriate communication implementation improves the internal consistency of the HRM system by creating coherent HR messages about the implemented practices. Originality/value This study presents three main contributions: analyzing conditions that promote more appropriate communication implementation; providing a process perspective instead of the traditional content focus to explain HRM, and deepening the ways in which communication affects the internal consistency of the HRM system.

Examining the interrelatedness among human resources management practices, entrepreneurial traits and corporate entrepreneurship in emerging markets: an evidence from Egypt

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gamal Mohamed Shehata ◽  
Mohammed Abdel-Hakim Montash ◽  
Mohamed Raafat Areda
Keyword(s):  
Human Resources ◽  
Emerging Markets ◽  
Financial Institutions ◽  
Emerging Economies ◽  
Human Resources Management ◽  
Corporate Entrepreneurship ◽  
Content Type ◽  
Resources Management ◽  
Hrm Practices ◽  
Hr Managers

Purpose The main purpose of this paper is to investigate the relationships among a set of human resources management (HRM) practices, entrepreneurial traits (ET) and corporate entrepreneurship (CE) in an emerging market such as the Egyptian one. Design/methodology/approach This research is explanatory in nature where it explains the causal relationships between the variables. Data was collected from 230 human resources (HR) managers and professional serving in top Egyptian financial institutions. Data was analyzed using structural equation modeling with relevant goodness-of-fit statistics. Findings The results of this study indicate that HRM practices have significant impact on the development of ET of personnel currently operating in the Egyptian financial institutions. Besides, the results confirm the effect of HRM practices on ET, which in turn have significant impact on CE. Practical implications This research provides an appropriate direction for HR managers on how to best design HR programs directed toward the development of strong CE orientation. It also highlights the core ET needed to enhance CE in emerging economies. The validated hypothetical relationships of this model serve as the baseline for those managers to plan, execute and measure the consequences of those HRM programs. Originality/value Although HRM is widely considered as a critical driving force for CE, there is a remarkable scarcity of empirical research examining the role of ET. The conceptual model tested in this research typically deepens both HRM scholars and managers’ understanding of how they can best connect HRM practices to ET and CE in emerging economies. The findings of this study open the door for a new venue of research in the HRM area of study, particularly in emerging markets that search for a fast-growing rate of economic prosperity. The findings of this study lend support for HRM as an antecedent to CE rather than vice versa.

scholarly journals TRANSFORMATION OF METHODOLOGY OF STAFF INCENTIVE AND ENGAGEMENT

2021 ◽  
Author(s):  
Olena Ovcharuk ◽  
Keyword(s):  
Human Resources ◽  
Labor Relations ◽  
Management Practice ◽  
Methodological Approach ◽  
Human Resources Management ◽  
Incentive Scheme ◽  
New Paradigm ◽  
Cognitive Component ◽  
Engagement Process ◽  
Definition Of

The main approaches to the methodology of staff incentive and engagement are considered in the article. The research aim is to develop theoretical and methodological provisions, methodological approaches to the formation, functioning and development of a staff incentive scheme. Today, economics has developed several contradictory approaches to the definition of a category “staff incentive scheme”, as a consequence of ambiguous understanding of such categories as “motive” and “stimulant”, “engagement” and “incentive”. The issue of the relation between these concepts has remained controversial. In management practice, these categories are not differentiated, they are considered rather as synonymous concepts. The author has summarized the views of economists on the essence of the “incentive” and “engagement” concepts. It has been determined that, most scientists proceed from the fact that engagement is a broader concept than incentive. The article examines the engagement process from the standpoint of the stimulant impact on the motive formation. Staff incentive in an organization is not only a process but also a system, therefore, defining the technological component of the methodology, the author considered it as a system and process at the same time. The article describes the structure of a staff incentive scheme in different types of social and labor relations. As a result of studying the genesis of social and labor relations and the conceptual fundamentals of management and engagement, society development and the scientific and technological progress, the author found that development of a theoretical and methodological approach to staff incentive is efficient and meets the requirements of a new paradigm of socio-economic systems. A theoretical and methodological approach to staff incentive has been offered. This approach differs in the concepts of incentive as a system and process in the formation and support of which the object of management together with the subject is involved. The worldview aspect of the methodology was formed as a result of the development of mechanistic, humanistic, socially-oriented and participative approaches to human resources management. The cognitive component of the methodology is shown in the development of theories which reflect this evolution: classical management theories, the concept of human relations, the concept of human resources, the concept of socially responsible and ethical management.

scholarly journals Migrants in the Polish Labour Market – Challenges for Human Resources Management

2019 ◽  
Vol 51 (1) ◽  
pp. 93-107
Author(s):  
Olena Shelest-Szumilas
Keyword(s):  
Labor Market ◽  
Human Resources ◽  
Labour Market ◽  
Migrant Workers ◽  
Statistical Data ◽  
Human Resources Management ◽  
General Situation ◽  
Resources Management ◽  
Insight Into

The article addresses selected issues related to the migrant employment in Poland. It offers insight into the most important trends in the situation of migrant workers in the Polish labor market and discusses how observable changes will influence human resources management. The article begins with an overview of general situation of migrants in the labor market in Poland, which is based on the analysis of available statistical data. The second chapter presents and discusses briefly the potential challenges for human resources management in Polish enterprises.

scholarly journals Green candidate selection for organizational environmental management

2019 ◽  
Vol 41 (7) ◽  
pp. 1081-1096 ◽  
Author(s):  
Peter Adjei-Bamfo ◽  
Bernard Bempong ◽  
Jane Osei ◽  
Simonov Kusi-Sarpong
Keyword(s):  
Environmental Management ◽  
Local Government ◽  
Human Resources ◽  
Developing Economies ◽  
Selection Process ◽  
Human Resources Management ◽  
Evaluation Framework ◽  
Candidate Selection ◽  
Content Type ◽  
Resources Management

Purpose The purpose of this paper is to propose a new typological environmentally sustainable human resources management evaluation framework to aid green candidate selection process for environmental management in developing economy local government agencies. Design/methodology/approach Presenting the narrative of developing economies local government context, this paper conducts an extensive review of relevant literature on green human resources management (GHRM) and green recruitment and selection. Findings Drawing on Siyambalapitiya et al. (2018) and the resource-based theory (RBT), the paper proposes and discusses an evaluation framework for guiding organizations’ green candidate selection process. The framework comprises of seven stages which begins with “training recruiters on green candidate assessment” to “making selection decision and inducting selected candidate” on organization’s environmental management policies and practices, and its green values. Research limitations/implications Application of the proposed framework has implications for enhancing organizations’ efficiency, reducing cost, eliminating environment waste, as well as fostering green culture among employees. This paper also extends the strand of RBT by explaining how organizations could assess and select job applicants with significant intangible capability such as environmental management skills, knowledge and values to foster its competitive urge and sustainability. Originality/value This paper makes two main contribution to the GHRM literature. First, the paper proposes a new typological environmentally sustainable human resources management evaluation framework. Secondly, the paper focuses the framework on developing economies and local government organizations context, something that is currently non-existent.

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