A gestão de recursos humanos e a gestão do conhecimento

Figueiredo, Elisa; Cardoso, Leonor

doi:10.26537/iirh.v0i2.1964

Cited by 3 publications

(9 citation statements)

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Section: Methodology 321 Research Design and Hypothesismentioning

confidence: 99%

“…This paper arises from a more wide-ranging study (Figueiredo, 2013) where six HRM practices were studied: training, career development, retention, RandS, ADF and welcome. Assessment instruments were constructed and adopted for each of these practices (Figueiredo, 2013;Monteiro, 2010) based on the theoretical model we set out from. This model considers that HRM can be understood from a dual logic, setting an organic perspective (based on assumptions of value and development), against another mechanical one (based on assumptions of a restrictive and non-value orientation).…”

Section: Methodology 321 Research Design and Hypothesismentioning

confidence: 99%

“…3.2.2 Measures. We used the following scales (see Appendix 1) for data collection: human resource management practices (HRMP), specifically the sub-scales career management perspectives and assumptions (CMPA) (Figueiredo, 2013), professional training perspectives and assumptions (PTPA) (Monteiro, 2010) and retention perspectives and assumptions (RPA) (Figueiredo, 2013); and KM: KM (Pais, 2014).…”

Section: Methodology 321 Research Design and Hypothesismentioning

confidence: 99%

“…CMPA and RPA are sub-scales of the HRMP scale, developed by Figueiredo (2013), and used for the first time with our sample, justifying the need to explore their constituent dimensions through exploratory factor analysis (EFA). PTPA was created by Monteiro (2010) and used for the first time in a sample of employees in the ceramics industry and for the second time with our sample (though EFA we found reproduction of the factorial structure analysed by Monteiro, 2010).…”

Section: Methodology 321 Research Design and Hypothesismentioning

confidence: 99%

“…A previous version of the questionnaire was administered to a convenience sample made up of collaborators in two bank branches in the central region (n ¼ 53; 54.7 per cent females, 69.8 per cent graduates, M age ¼ 36.2 years). From these respondents, we obtained information about the clarity of the items, made the necessary adjustments and finally submitted this version to exploratory factor analysis (Figueiredo, 2013). This analysis validated the set of items that came to form the final version of the questionnaire.…”

Section: Empirical Study 31 Implementationmentioning

confidence: 99%

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Human resource management impact on knowledge management

Figueiredo

Pais

Monteiro

et al. 2016

Journal of Service Theory and Practice

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Purpose – The purpose of this paper is to explain and empirically test the dependence of organizational processes related to knowledge on the nature of assumptions operating in processes of human resource management (HRM) in organizations. It concentrates on practices related to training, career development and retention. Design/methodology/approach – This empirical study as a quantitative nature and the sample is made up of 5,306 collaborators in 634 organizations belonging to an economic group in the banking sub-sector. Data were collected through two questionnaires: human resource management practices questionnaire and knowledge management questionnaire – short form. The model was tested by applying univariate and multivariate multiple regression analyses. Findings – Findings provide support for the proposed model and show the predictive capacity of the HRM practices regarding knowledge management (KM) processes, revealing a strong direct relationship between the two constructs. It stands out that the people management practices adopted from an organic and valued perspective possess a particular and distinctive capacity to predict and impact positively on KM processes. Practical implications – The findings may be used by human resources and KM practitioners interested in the development of organizational knowledge through human resource practices. Originality/value – The main contribution of this study is to confirm the close relationship of dependency between organizational management processes regarding people and knowledge, showing the positive effect of best practices of HRM on KM processes, as opposed to traditional or transactional practices.

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Section: Methodology 321 Research Design and Hypothesismentioning

confidence: 99%

Section: Methodology 321 Research Design and Hypothesismentioning

confidence: 99%

Section: Methodology 321 Research Design and Hypothesismentioning

confidence: 99%

Section: Methodology 321 Research Design and Hypothesismentioning

confidence: 99%

Section: Empirical Study 31 Implementationmentioning

confidence: 99%

See 3 more Smart Citations

Human resource management impact on knowledge management

Figueiredo

Pais

Monteiro

et al. 2016

Journal of Service Theory and Practice

Self Cite

View full text Add to dashboard Cite

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The Contribution of Knowledge Management to Human Resource Development: a Systematic and Integrative Literature Review

2021

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Knowledge management (KM) and human resource management (HRM) are closely related, since they both manage knowledge-based intangible assets that create and maintain a competitive advantage. In this research, we aim to show how KM contributes to human resource development (HRD) by systematically reviewing the empirical literature of the last 20 years (2000 to 2019). The results show that six KM processes contribute to seven dimensions of HRD to different degrees. KM contributes mostly to individual and professional HRD. The two most relevant KM processes in this relation are the creation and sharing of knowledge. The findings indicate an underuse of KM in technological, organizational, and social HRDs that should alert managers. The contribution of this study regards the identification of these seven dimensions of HRD and the effects that KM processes have on them. This contribution provides theoretical guidance on the relation between KM processes and HRD dimensions that leads to managerial implications for organizations. KeywordsKnowledge management • Knowledge management processes • Human resource development • Human resource development dimensions • Literature review

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O papel da gestão de recursos humanos na gestão do conhecimento – os casos da análise e descrição de funções, recrutamento e seleção e acolhimento

Figueiredo,

Paiva

2018

EGITANIA SCENCIA

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O objetivo deste artigo consiste em apresentar os resultados da nossa investigação focada no estudo dos processos organizacionais relacionados com o conhecimento e na sua dependência operacional da natureza dos pressupostos dos processos de gestão de recursos humanos (GRH) nas organizações. Foca-se nos processos relacionados com a análise e descrição de funções, recrutamento e seleção e acolhimento. O estudo empírico de natureza quantitativa pretende responder à questão central de investigação, segundo a qual a perspetiva que configura as práticas GRH implementadas numa organização tem impacto na forma como nesta operam os processos de gestão do conhecimento (GC). A amostra é constituída por 5306 colaboradores de 634 organizações pertencentes a um grupo económico português do subsetor da banca. Os resultados obtidos permitem-nos concluir que nas organizações estudadas os processos de GRH e de GC estão bastante operantes e que os relativos à gestão das pessoas assentam em pressupostos tendencialmente orgânicos, valorativos e de desenvolvimento. As análises de regressão múltipla permitem-nos concluir pela capacidade preditiva das práticas de gestão de recursos humanos estudadas, relativamente aos processos de gestão do conhecimento.

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A gestão de recursos humanos e a gestão do conhecimento

Cited by 3 publications

References 0 publications

Human resource management impact on knowledge management

Human resource management impact on knowledge management

The Contribution of Knowledge Management to Human Resource Development: a Systematic and Integrative Literature Review

O papel da gestão de recursos humanos na gestão do conhecimento – os casos da análise e descrição de funções, recrutamento e seleção e acolhimento

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