Made available in DSpace on 2016-04-25T16:44:37Z (GMT). No. of bitstreams: 1 Marilia de Gonzaga Lima e Silva Tose.pdf: 6501498 bytes, checksum: 2f37cd3316cfc0aa8649eb41a833de23 (MD5) Previous issue date: 1997-11-30 / The present work is the result of an empirical study. It aims at revealing the situation of the organizations in terms of human resources management (H.R.M.). A questionnaire with closed questions was used, with the possibility of:free answers to the option "Others". That questionnaire was sent to associations of H. R. professionals and to some other companies not belonging to those associations, ali located in southeastern Brazil. The presumption which grounded this dissertation was the evolution of H.R.M. In the industrialization period, it went through tive phases: bookeeping, legal, technical, administr tive and strategical. Ambiguous results required the insertion of intermediate phases among those tive: strategical, strategical-administrative,strategical-technical, technical, technical-strategical, technical-administrative and technical-strategical-administrative. In the sample studied it was found that organizations are passing through a transition, between the technical and the strategical phases. Results show that 'organization are stuck to human resources management techniques of the 60's and 70's, along with the changes hapenning in business world / O presente trabalho foi elaborado a partir de uma pesquisa empírica, com o objetivo de retratar a situação das empresas no que se refere à gestão de recursos humanos } Foi utilizado um questionário com perguntas fechadas, com a possibilidade de respostas espontâneas através da opção "Outros". Esse questionário foi enviado, no sudeste do Brasil, a grupos informais de recursos humanos e a algumas outras empresas não pertencentes a esses grupos. Partiu-se da pressuposição de que a evolução da gestão de recursos humanos" ao longo do processo de industrialização, passou por cinco fases: a contábil, a legal, a tecnicista, a administrativa e a estratégica. Foram encontrados resultados ambíguos, que levaram à criação de uma nova classificação, envolvendo fases puras ou intermediárias: estratégica, estratégica-administrativa, estratégica-tecnicista, tecnicista, tecnicista-estratégica, tecnicista-administrativa, tecnicista-estratégica¬ administrativa. Foi constatado que as empresas do universo amostral pesquisado estão numa fase de transição entre a fase tecnicista e a fase estratégica. Os resultados; mostram que ainda há um certo apego às técnicas de administração de recursos humanos dos anos 60 e 70 e, em paralelo, a integração às mudanças que vêm ocorrendo no mundo dos negócios

Problem:Many businesses today, based on the stakeholder’s theory, suggest thatsustainability can only be achieved through the fulfillment of the stakeholder’s in-terests. These interests are centered around adding value to the stakeholders forexample; shareholders in terms of increased dividends. The value in form of profitmaximization, which suppresses the need for other pillars of sustainability to prevail.In this thesis, an argument is presented that a balance should be achieved in all threepillars of. The economic, social and environmental sustainability. It further arguesthat the shift fromH.R.Mtoe−H.R.Mis crucial for innovations and inventions,focused on the development of such technologies, that bolster social sustainability.However, any change may have to put into consideration the company or organiza-tion’s size, this is because somee−H.R.Mtools might not be efficient and effectivefor small-size companies as defined in the report. Purpose:The purpose of this study is to add insight to the concept ofe−H.R.M, and further explore to which extent ise−H.R.Ma driver towards social sus-tainability, reflecting onthe downside of the change which such sustainability mightcreate. Method:Data collection was through interviews. Three managers, two C.E.Os anda former employee from three companies were involved. The interviews were con-ducted via telephone that lasted between30to40minutes. However, a face-to-facefollow up interview was conducted for one of the participants. All interviews wererecorded with the consent of the participants and later transcribed and analysed. Results:The interviewees agreed thate−H.R.Mtools and strategies helped tocreate harmony at work and simplified communication, training and aided the per-formance and appraisal process of employees, which is used during the incentivesprocess, a form of motivation in the organisation. Conclusion:The conclusion from this study is that,e−H.R.Mis a good changefromH.R.Mand that it plays a big role in organizational social sustainability. Abalance should, however, be gained to also put into consideration other pillars. Thestudy contradicts the stakeholders’ theory that only focuses on the economic part ofsustainability through profit maximization, favorable for functional markets alone.