Relações de Trabalho: Reflexões Conceituais e Proposta de Agenda a Partir da Produção Científica Brasileira (2005 - 2017)

Barboza, Silvio de Freitas; Oltramari, Andréa Poleto; Müller, Camila Veira; Salvagni, Julice

doi:10.21714/2237-51392019v23n3p020041

Cited by 1 publication

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“…Similar analyses can be identified in the human resources management (HRM) field, articulating transformation in economy, labor market, labor relations and within organizations themselves. In that direction, there are works on many themes from historical periodization (Leite & Albuquerque, 2010;Fleury & Fischer, 1992;Fischer, 2015;Amorim et al, 2019;Barboza, Oltramari, M€ uller & Salvagni, 2019), distinct organizational areas evolution, including HRM areas, as well as their roles (Fischer, 2015;Lacombe & Chu, 2008;Barbosa, 2005;Carvalho Neto, 2012) or their linking to internationalization processes (Wood, Tonelli & Cooke, 2011;Carvalho Neto, Amorim & Fischer, 2016;Amorim & Fischer, 2015).…”

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confidence: 99%

HRM in Brazil: an institutional approach

Amorim

Cruz

Sarsur

et al. 2021

REGE

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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.

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