Reputação das áreas de recursos humanos

Abstract

Although there are several empirical evidence on the relationship of human resource systems with organizational performance, there is still significant progress to be achieved. It is believed that the RH reputation is a variable that has been neglected in this literature. Over the past 10 years at the international scene, studies on the reputation have increased significantly. Several reputation measures at the organizational level have been proposed in order to increase the degree of accuracy of this construct, yet multifaceted. The reputation of an organizational unit can be related to the turnover of its employees, with the implementation of its policies and practices, with the motivation of its staff, among others results. This research, qualitative in nature, occurred through interviews and focus groups in 11 Brazilian federal agencies, with the participation of 55 managers and servers of the units of human resources of these bodies. All 26 interviews and focus groups were recorded and transcribed, in order to enable data content analysis. This study contributes to academy through the identification of the reputation dimensions of the areas of human resources in public administration, which is formed by three factors: credibility, trust and service quality. The identification of these factors provides insights from organizational strategies that HR units can take to change its reputation and develop most effective initiatives. The perception of HR constituents also varies and the HR activities should be differentiated for each of them. Senior management, line managers and employees, in addition to the own team of human resources unit, were identified as relevant stakeholders for HR performance. Finally, we suggest a definition for HR reputation, which offers important reflections on the area operation .

Gestão estratégica de pessoas no Legislativo Federal brasileiro: condições para a implementação

“…This aspect, called the political skills of the HRM leadership, is seen by the participants under the prism of the influence capacities held by the leader of the HRM unit, used by him to persuade actors through negotiation processes. Such finding reaffirms the results of researches that point out as basic item in the implementation of the SHRM the role of the leadership in the demonstration, to the diverse groups of interest and to decision-making arenas, the strategic character and the importance of the HRM to the organizational performance (Jacobson et al, 2014 Thus, these skills of political nature of the HRM Director are important for him to be able to act well in higher instances, so that they can aid in the gradual transition from a functional to a strategic role in the public sector and in reversing a bad reputation (8) (Fonseca et al, 2013;I. G. L. Souza, 2016;Truss, 2008).…”

“…In the sectoral category, regarding the HRM strategic integration aspect, the participants understand that there is a gap between what it is established in the strategic planning and what it is carried out, so that some activities are developed by HRM units without even being in the plan, besides the goals set for the area are not reached. Such fact can undermine the reputation of the sector (1), since there are indications that this is composed, for example, by the perception of the high administration members have about the accomplishment of their expectations, given that they tend to expect just that the HRM unit develops activities that help to achieve organizational goals (I. G. L. Souza, 2016;Tsui & Milkovich, 1987).…”

“…Nevertheless, as well as in the proposal of Hendry and Pettigrew (1990) for a contextualized HRM (Figure 1), it is noticed possible presence of a feedback process where the reputation of the unit of HRM can make with that the decisions on it can be changed (I. G. L. Souza, 2016;Teo, 2002;Tsui, 1987;Tsui & Milkovich, 1987), as the simplified hypothetical model presented in Figure 7. Given the scanned scenario, it is assumed that perhaps the political factors are the most sensitive for the SHRM implementation in the legislative houses, as already pointed out in the literature (Cinnanti, 2011;Guimarães et al, 2015), since the favorable decisions to new HRM policies and practices by high administration, that enables a successful implementation, based on the availability of resources and autonomy, factors already identified by other studies as decisive in the public sector (Camões And Meneses, 2016, Fonseca & Meneses, 2016, Vo & Bartram, 2012.…”

Gestão estratégica de pessoas no Legislativo Federal : desafios e possibilidades

“…Em relação à categoria "Reputação da unidade de GP", é concernente aos juízos de valor provenientes de servidores, gestores e membros da cúpula acerca de suas expectativas quanto à qualidade dos serviços fornecidos pela unidade de GP, em termos de efetividade (Ferris et al, 2007a;Souza, 2016aSouza, , 2016bTsui, 1984). É refletida na credibilidade do departamento de GP junto a tais grupos, sendo que quanto maior a reputação, menor o número de conflitos decorrentes do processo de implementação da GEP (Teo, 2002), o que imprime importância à percepção que os atores chave têm da GP e de seu papel no processo de transição (Jacobson et al, 2014).…”

“…(Participante 7) Nesse sentido, há pesquisas que apontam como item fundamental na implementação da GEP o papel da liderança na demonstração, para os diversos grupos de interesse e para as arenas decisórias, do caráter estratégico e da importância da GP para o desempenho organizacional (Jacobson et al, 2014). Assim, essas habilidades de natureza política do Diretor de GP são importantes para que ele consiga bem atuar nas instâncias superiores, de forma que podem auxiliar na transição gradual de um papel funcional para o estratégico no setor público (Fonseca et al, 2013;Truss, 2008) e na reversão de uma má reputação (Souza, 2016a(Souza, , 2016b. A proposta de definição constitutiva e a possível interferência identificada constam da Tabela 14.…”