As empresas têm observado as mudanças no ambiente externo e têm notado a necessidade de se adaptarem a essas mudanças para se manterem no mercado, criarem vantagem competitiva e buscarem a excelência dos seus serviços. Para a área de recursos humanos as mudanças também são necessárias, pois ela congrega as pessoas na organização e determina as políticas e práticas condizentes ao negócio da empresa. Assim, as empresas se reestruturam frente às alterações vindas do seu ambiente de atuação e para isso, elas contam com a área de RH para que os funcionários desempenhem suas funções adequando-as aos objetivos estratégicos propostos por elas. Este trabalho buscou pesquisar empresas brasileiras classificadas entre as 150 melhores para se trabalhar segundo a revista VOCÊ S/A EXAME (2007) com a finalidade de identificar e descrever o papel que a área de RH das empresas brasileiras tem adotado diante dos desafios organizacionais e da evolução da função de RH e de suas políticas e práticas. Por meio de um questionário baseado no estudo americano de Lawler et al. (2006), aplicou-se a pesquisa e com a contribuição de 21 responsáveis da área de RH, pode-se concluir que as mudanças estão sendo trabalhadas na busca de atribuir ao RH o papel de parceiro estratégico, porém o papel identificado nos resultados da pesquisa como o mais forte, das áreas de RH das empresas, foi o papel de parceiro de negócios. / Companies have seen the changes in the external environment and have noted the need to adapt to these changes to stay in the market, creating competitive advantage and to pursue excellence of its services. In the area of human resources changes are also necessary because it brings people together in the organization and determines the policies and practices consistent to the business of the company. Thus, companies restructure its ahead of the coming changes to their environment of work and for this, they hope that HR area contribute with employees perform their duties adapting them to the strategic objectives proposed by them. This study aimed searching Brazilian companies classified among the 150 best to work according to the magazine VOCÊ S/A EXAME (2007) in order to identify and describe the role that the area of HR of Brazilian companies have adopted before the organizational challenges and the evolution of the function of HR and their policies and practices. By means of a questionnaire based on the american study of Lawler et al. (2006), applied to research and with the contribution of 21 responsible people of HR area, we can conclude that the changes are being worked in seeking to give the role of the HR strategic partner, but the paper identified in the results of search as the strongest, that human resources areas of enterprises have the role of business partner.

No description available.

Nigerian policy is inconsistent with regard to the promotion of entrepreneurship among young adults in Anambra State that would serve as a guide to becoming self-employed. Most young adults in Anambra State lack information on entrepreneurial characteristics to become self-employed. The issues confronting Anambra State as a result of youth unemployment include increase in crime rate, drug abuse, kidnapping, and suicide rate. Guided by the human capital theory, the purpose of this case study was to explore the entrepreneurship strategies that young adults in Anambra State needed to become self-employed after graduating from universities. Twenty youth entrepreneurs participated in the individual interviews, 5 participated in a focus group, and 5 policymakers participated in another individual interview. Data were coded and analyzed using Yin's 5 step procedure involving compiling, assembling, analysing, dissembling and repeating the entire process three times until the themes emerged. The emerging themes were mentorship, vocational training, and ad-hoc programs. These findings revealed that youth who participated in these programs (mentorship, vocational training and ad-hoc) obtained entrepreneurial strategies and consequently ran more profitable enterprises than those who did not. The implications for positive social change include recommendations to policymakers to expand the mentoring program among young adults and introduce vocational education that could enhance employment rate, thereby improving the standard of living, and create educational programs for university students with the expectation that upon graduation they may be able to develop businesses that may lead to the creation of employment and empower young entrepreneurs towards national growth and development.

Abstract Results of analyses conducted on data collected from 1020 public bank employees. The results of research indicate as follows ¡G Dimensionality of Organizational Politics Perceptions The responses to the 31 items Perceptions of Organization Politics Scale (POPS) were subjected to principal analysis with varimax rotation. It is comprised three subscales: (1). Supervisor Behavior, (2). Coworker & General Politics Behavior, (3). Organization Policies and Practices. Dimensionality of Organizational Justice The responses to the 20 items Organization Justice Scale (Moorman , 1991) Were subjected to principal analysis with varimax rotation. It is comprised three subscales: (1). Reciprocation Justice, (2). Process Justice, (3). Allocation Justice. Dimensionality of Organizational Commitment The responses to the 15 items Organization Commitment Questionary (OCQ) (Moorman , 1991) were subjected to principal analysis with varimax rotation. It is comprised three subscales: (1). Value Commitment, (2). Effort Commitment, (3).Retention Commitment. Relationships between ¡§ Perceptions Of Organizational Politics¡¨ ¡B¡§Organizational Justice¡¨ and ¡§Organizational commitment¡¨. (1) Perception of Organizational Politics was negatively related to Organizational Commitment. (2) Perception of Organizational Politics was negatively related to Organizational Justice. (3) Organizational Justice was positively related to Organization commitment. (4) Organizational Justice was intervening variable to Perceptions of Organization Politics and Organizational commitment.

Made available in DSpace on 2010-04-20T20:14:57Z (GMT). No. of bitstreams: 1 61070100614.pdf: 1078611 bytes, checksum: 191ee9d092334c77245e5af649ecc35f (MD5) Previous issue date: 2009-03-27T00:00:00Z / Este trabalho situa-se no campo da gestão internacional de recursos humanos e trata do tema da repatriação de executivos brasileiros. O objetivo desta pesquisa é realizar um levantamento das políticas e práticas de recursos humanos utilizadas por empresas brasileiras internacionalizadas e por empresas multinacionais no processo de repatriação de executivos brasileiros e na retenção desses executivos nas organizações. Como objetivos secundários, a pesquisa visa verificar se as organizações adotam as principais políticas e práticas de recursos humanos apresentadas na literatura e verificar se há diferenças entre as políticas e práticas de recursos humanos adotadas pelas empresas brasileiras internacionalizadas e pelas empresas multinacionais. A metodologia utilizada foi uma abordagem qualitativa, descritiva e analítica, em que 20 entrevistas semi-estruturadas foram realizadas, mais especificamente, 11 entrevistas com responsáveis pela área de expatriação e repatriação de empresas brasileiras internacionalizadas e 9 entrevistas com os responsáveis pela área de expatriação e repatriação de empresas multinacionais. A análise categorial temática foi utilizada como método de análise de conteúdo para interpretação das entrevistas realizadas. Os principais resultados encontrados na pesquisa foram: (i) as empresas que compõem a amostra adotam parte das políticas e práticas de recursos humanos apresentadas na literatura como fatores que auxiliam no sucesso da repatriação de executivos. A maioria das políticas e práticas adotadas está relacionada a políticas adotadas durante a expatriação e que tem impacto positivo na repatriação.e quase nenhuma das políticas e práticas sugeridas pela literatura para a fase de repatriação é adotada; (ii) o sucesso da repatriação, em termos profissionais e a adaptação do repatriado e da família ao país, e a vida social e familiar parecem depender muito mais das características do brasileiro, da conjuntura econômica do país e do esforço pessoal dos repatriados e familiares do que do suporte organizacional; (iii) parece haver poucas diferenças entre as políticas e práticas de recursos humanos adotadas pelas empresas brasileiras e pelas empresas multinacionais. / This is a study in the field of the International Management of Human Resources Management and its subject is the repatriation of Brazilian executives. The objective of this research is to investigate the Human Resources policies and practices used by both Brazilian internationalized and multinational companies in the processes of repatriation of Brazilian executives as well as in the retaining of such professionals in their organizations. As secondary objectives, this research aims to verify if organizations adopt the best human resources policies and practices referred to in the mainstream literature as factors that corroborate to the success of the repatriation and to identify whether there are differences in the human resources policies and practices adopted by the Brazilian internationalized and the multinational companies. The Adopted methodology was based in a qualitative approach, in which 20 semi-structured interviews were conducted with the person in charge of the expatriation and repatriation processes, 11 in Brazilian internationalized and 9 in multinational companies. The analysis by thematic categories was used as the content analysis method for the interpretation of the above mentioned interviews’ results. The main results identified were the following: (I) the studied companies adopt only partially the best human resources policies and practices recommended by the literature as factors that corroborate in the success of executives repatriation. The majority of the adopted policies and practices are related to policies adopted during the expatriation period that have a positive impact in the repatriation. Almost none of the policies and practices suggested by the mainstream literature for the repatriation phase itself is adopted; (II) the success of the repatriation, in both professional terms and regarding the adaptation of the repatriated and his family to the country and its social and family life, seems to depend much more of the characteristics of the expatriated Brazilian himself, of the economic context of the country and of the personal efforts of the repatriated and his family than of his company’s support; and, (III) few differences between the human resources policies and practices adopted by the Brazilian and the multinational companies were found.

Submitted by Nadir Basilio (nadirsb@uninove.br) on 2016-06-10T15:18:22Z No. of bitstreams: 1 Claudiane Reis da Paixao.pdf: 1636553 bytes, checksum: ac8224af7851efbb7b46bfeb87c9c1b5 (MD5) / Made available in DSpace on 2016-06-10T15:18:22Z (GMT). No. of bitstreams: 1 Claudiane Reis da Paixao.pdf: 1636553 bytes, checksum: ac8224af7851efbb7b46bfeb87c9c1b5 (MD5) Previous issue date: 2015-03-24 / This thesis analyzed the strategic management and people and a career in an organization that excels in managing people, according to Aon Hewitt Ranking – published annually in the magazine's best in people management. The selected to compose this research organization was COPAGAZ – with the only presence in the yearbook since its first edition in 2003. The purpose of the thesis turned identify the alignment between the two constructs – Strategic people management and management of career – through the comparison between the perception of the professional area of people management and executive management of the organization regarding policies and human resource practices adopted in the organization. The study was designed based on the phenomenological and hermeneutical method and under the approach of qualitative research, exploratory in nature. The strategy adopted was the case study and one for the data collection contemplated are three sources of evidence: (a) semi-structured interviews with the supervisor of human resources and executive management of the organization; (b) the check list - filled with both - relevant to the constructs under consideration; (c) triangulation for data analysis was completed with the other two instruments. Documentary research - represented by the reports provided by the organization - as well as the editions of the referenced directory, included in the period 2003-2013. Observations made in facilities of the organization completed the data collection. All were analyzed for content, comprising the three analysis categories and sub-categories, all related to the topics. The analysis and discussion of the results showed the congruence of theoretical and empirical data as well as the assumptions and theoretical models announced in formatting the thesis, for each of the constructs: the model of vision transformed (strategic management of people); the model of subjective and Proteins careers (career management) and model of system administration career (the interaction between strategic people management and career management). The research question was answered by the evidence of policies and practices related to human resources management career held at Copagaz organization, thanks to a positioning of human resources, in line with the strategic management and therefore considered as strategic people management. The organization does not yet have a formal program aimed at managing career, but the structure of Copagaz – in particular their beliefs and organizational philosophy – enable them to develop policies aimed at professional development, such as subsidies for scholarships that promote involvement and engagement on the objectives and results of the organization. So says the alignment between the constructs analyzed in this thesis as perceived by the professionals interviewed. In this work suggest if new studies and research about the career, since professional activities represent one of the fields of human achievement. Organizations that excel in managing people demand sustainable management related to the management of people and aligned to career advancement, and professional development for development with mutual gains for individuals and organizations. / Esta tese analisou a gestão estratégica de pessoas e a carreira profissional, em uma organização que se destaca no gerenciamento de pessoas, segundo o Ranking Aon Hewitt, publicado anualmente na revista As melhores em gestão de pessoas. A organização selecionada para compor esta pesquisa foi a organização COPAGAZ, a única com presença no anuário desde a sua primeira edição, em 2003. O propósito da tese buscou identificar o alinhamento entre os dois constructos – a gestão estratégica de pessoas e a gestão da carreira profissional – por meio da comparação entre a percepção do profissional da área de gestão de pessoas e do gestor executivo da organização, em relação às políticas e práticas de recursos humanos, adotadas na organização. O estudo foi delineado com base no método indutivo, com abordagem qualitativa e natureza exploratória. A estratégia adotada foi o estudo de caso único. Para a coleta de dados, foram adotadas as seguintes fontes de evidência: (a) entrevistas semiestruturadas; (b) pesquisas documentais – representadas pelos relatórios disponibilizados pela organização –, bem como pelas edições do anuário referido, compreendidas no período de 2003 a 2014; (c) observações realizadas nas instalações da organização; (d) check lists elaborados com base nos constructos da teoria utilizada. Assim, estes quatro elementos de fontes de informação permitiram assegurar o que se denomina de “triangulação”. Estes dados primários foram quanto ao conteúdo, compreendendo três categorias de análise e respectivas subcategorias, todas relacionadas aos temas pesquisados. A análise e discussão dos resultados evidenciaram a congruência dos dados teóricos e os coletados no campo de pesquisa, bem como dos pressupostos e dos modelos teóricos anunciados na fundamentação da tese: o modelo da visão transformada, (gestão estratégica de pessoas); o modelo das carreiras subjetivas e proteanas (gestão da carreira profissional) e o modelo do sistema de administração da carreira (a interação entre a gestão estratégica de pessoas e a gestão da carreira profissional). A questão de pesquisa foi respondida por meio da evidência das políticas e das práticas de recursos humanos relacionadas à gestão da carreira realizadas na organização COPAGAZ, graças ao posicionamento da área de recursos humanos, em linha com a gestão estratégica empresarial e, por isso, considerada como gestão estratégica de pessoas. A organização ainda não possui um programa formal voltado à gestão da carreira profissional, mas sua estrutura, em especial, suas crenças e a sua filosofia organizacional, voltada ao trabalho com significado os capacitam a desenvolver políticas voltadas ao desenvolvimento profissional a exemplo dos subsídios para as bolsas de estudo que promovem envolvimento e engajamento quanto aos objetivos e resultados da organização. Assim, afirma-se o alinhamento entre os constructos analisados, nesta tese, segundo a percepção dos profissionais entrevistados. Neste trabalho sugerem-se novos estudos e pesquisas acerca da carreira profissional, uma vez que as atividades profissionais representam um dos campos da realização humana. Organizações que se destacam no gerenciamento de pessoas demandam uma administração sustentável ligada à gestão de pessoas e alinhada à carreira profissional, para o desenvolvimento e a evolução profissional, com ganhos mútuos para indivíduos e organizações.

Cette thèse examine l’autonomie décisionnelle des gestionnaires au sein des filiales des entreprises multinationales. Tout en reconnaissant l’impact de l’autonomie au sein des filiales des entreprises multinationales sur l’innovation et la création et le maintien d’emploi local, cette recherche se penche sur l’étude de ses déterminants multiniveaux. Elle propose d’aller au-delà des explications classiques de l’autonomie décisionnelle, souvent de niveaux institutionnel et organisationnel, en explorant les déterminants individuels des hauts gestionnaires des filiales. Ce sont les profils de ces gestionnaires, et plus spécifiquement leurs identités, qui sont étudiées en lien avec leurs niveaux d’autonomie décisionnelle en matière de politiques et pratiques des ressources humaines. Afin de construire notre modèle conceptuel multiniveau, trois grandes approches théoriques ont été mobilisées. Il s’agit de : l’approche néo-institutionnelle, l’approche des ressources et l’approche d’analyse stratégique. Ces trois approches permettent d’étudier l’autonomie décisionnelle des gestionnaires comme un concept à la fois, encastré dans une structure institutionnelle particulière, dépendant des ressources organisationnelles et négocié par les acteurs individuels en fonction de leurs identités. L’approche méthodologique est qualitative. Dix études de cas de gestionnaires de filiales émanant de deux entreprises multinationales françaises ont été analysées. La collecte de données s’est faite, pour la plupart, par les technologies de l’information et de la communication sans limitation d’espace géographique. La base de données est composée de 40 entretiens semi-directifs avec des gestionnaires des entreprises multinationales, principalement responsables de la fonction RH et des centaines de documents internes, de rapports organisationnels et de revues de presse. Ces données ont été codées et analysées. Les résultats de notre étude sont porteurs de cinq contributions à l’étude de l’autonomie décisionnelle des gestionnaires des filiales. 1. Ce concept d’autonomie est multifacette, dynamique et variant en fonction des entreprises multinationales, des politiques RH et des gestionnaires. 2. Il gagne à être étudié au niveau du haut gestionnaire de la filiale et par un cadre multiniveau et multithéories. 3. Les institutions nationales et les structures organisationnelles sont des déterminants nécessaires, mais non suffisants de l’autonomie décisionnelle des gestionnaires. 4. Les identités de ces gestionnaires telles que l’identité sexuelle, l’identité professionnelle, l’identification organisationnelle et le pays d’origine contribuent à une meilleure compréhension de l’autonomie. Les acteurs individuels ont toujours une marge de manoeuvre même dans les structures les plus centralisées. 5. C’est la combinaison de ces différents facteurs multiniveaux qui est déterminante. Cette recherche incite les hauts gestionnaires des filiales à repenser leur rôle au sein de l’entreprise multinationale et en matière de politiques et pratiques RH. Avec la montée des projets de normalisation de la gestion au sein des entreprises multinationales et pour gagner plus d’autonomie, ils doivent revoir et actualiser leurs identités professionnelles et leurs identifications organisationnelles tout en restant ouverts à l’expérience internationale. / This thesis examines the decision-making autonomy of managers within the subsidiaries of multinational companies. While acknowledging the impact of subsidiary autonomy on innovation and creating and maintaining local jobs, this research examines its multilevel determinants. It suggests going beyond traditional explanations of decision-making autonomy, often at institutional and organizational levels, by exploring the individual determinants of subsidiaries' senior managers. These managers' profils, more specifically, their identities, are studied in this thesis in connection with their decision-making autonomy in terms of human resources policies and practices. In order to build our multilevel conceptual model, three major theoretical approaches were used: the neo-institutional, the resources, and the strategic analysis approaches. These three approaches allow us to study managers' decision-making autonomy as a concept simultaneously embedded in a specific institutional structure, dependent on organizational resources and negotiated by individual actors according to their identities. The methodological approach is qualitative. Ten case studies of senior managers of subsidiaries from two French multinational companies were analyzed. Much of the data was collected through information and communication technologies without any geographic space limitation. The database consists of 40 semi-structured interviews with senior managers of multinational companies, mainly responsible for the HR function and hundreds of internal documents, organizational reports, and press reviews. These data were coded and analyzed. Our study's results provide five contributions to the study of the decision-making autonomy of subsidiary managers. 1. The concept of autonomy is multifaceted, dynamic and varies in terms of multinational companies, HR policies, and managers. 2. It benefits from being studied at the level of the subsidiary managers and by a multilevel and multi-theory framework. 3. National institutions and organizational structures are essential but not sufficient determinants of managers' decision-making autonomy. 4. These managers' identities, such as gender, professional, organizational, and country of origin, contribute to a better understanding of autonomy. Individual actors always have a margin the maneuver, even in the most centralized structures. 5. It is the combination of these different multilevel factors that is decisive. This research prompts senior managers of subsidiaries in charge of HR policies and practices to rethink their role within the multinational company and in terms of HR policies and practices. With the rise of management standardization projects within multinational companies and to gain more autonomy, they must review and update their professional identities and organizational identification while remaining open to international experience.

Quality assurance has been a vexed and troubled journey for private providers in South Africa in a complex and burdensome educational environment. It is well recognised that private providers are significant role-players in the provision of education and training in South Africa and the stated intention is to create a more enabling regulatory framework The focus of this thesis is on the private providers at the post-school level. The quality assurance regime was examined and contextualised to analyse what is required, and to determine how the private provider is impacted by the regulatory requirements for the establishment and operation of a private tuition provider in South Africa. The experience of private providers, CEOs of professional bodies, ETQA managers and ETD practitioners was investigated using a mixed methods research approach. The conclusion is a call for a far more streamlined system with a centralised oversight body, greater stakeholder consultation, less political interference and a deeper appreciation for the contribution that private providers make to the education of learners in South Africa. / Educational Leadership and Management / D. Ed. (Education Management)

Retention strategies in the nursing profession have been a significant subject among researchers for decades. The current shortages of these skilled professionals have reached an alarming extent globally, making it difficult for organisations to retain these workers, also in South Africa. It has become evident that nursing professionals from South Africa emigrate to other countries for more lucrative remuneration, sophisticated work resources and better career opportunities, impacting the South African economy and nursing workforce negatively. The general objective of the research was to determine whether a relationship exists between intrinsic and extrinsic rewards, job satisfaction, organisational commitment and turnover intention among a group of South African healthcare workers in the private healthcare sector. Specifically of interest was also to see if nurses’ turnover intention could be predicted by the other variables. A cross-sectional survey design was used. A convenience sample of 152 healthcare workers was obtained from three private hospitals in the Gauteng and North-West provinces. A measuring instrument for intrinsic and extrinsic rewards was adapted from a previous study, and applied with measures of job satisfaction, affective organisational commitment and turnover intention. Results indicated that the measure of rewards did not present with sufficient reliability, and it was subjected to factor analysis. This delivered two reliable factors, which were labelled Objective experience of rewards and Perceived lacking organisational support. Objective experience of rewards showed to be significantly related to job satisfaction and inversely to turnover intention, and Perceived lacking organisational support was significantly negatively related to job satisfaction and positively to turnover intention. It was also seen that both job satisfaction and objective experience of rewards showed predictive value in terms of nurses’ turnover intention. Conclusions and limitations regarding this study were made, and recommendations regarding the profession and future research are made. / Thesis (MCom (Industrial Psychology))--North-West University, Potchefstroom Campus, 2013.

Retention strategies in the nursing profession have been a significant subject among researchers for decades. The current shortages of these skilled professionals have reached an alarming extent globally, making it difficult for organisations to retain these workers, also in South Africa. It has become evident that nursing professionals from South Africa emigrate to other countries for more lucrative remuneration, sophisticated work resources and better career opportunities, impacting the South African economy and nursing workforce negatively. The general objective of the research was to determine whether a relationship exists between intrinsic and extrinsic rewards, job satisfaction, organisational commitment and turnover intention among a group of South African healthcare workers in the private healthcare sector. Specifically of interest was also to see if nurses’ turnover intention could be predicted by the other variables. A cross-sectional survey design was used. A convenience sample of 152 healthcare workers was obtained from three private hospitals in the Gauteng and North-West provinces. A measuring instrument for intrinsic and extrinsic rewards was adapted from a previous study, and applied with measures of job satisfaction, affective organisational commitment and turnover intention. Results indicated that the measure of rewards did not present with sufficient reliability, and it was subjected to factor analysis. This delivered two reliable factors, which were labelled Objective experience of rewards and Perceived lacking organisational support. Objective experience of rewards showed to be significantly related to job satisfaction and inversely to turnover intention, and Perceived lacking organisational support was significantly negatively related to job satisfaction and positively to turnover intention. It was also seen that both job satisfaction and objective experience of rewards showed predictive value in terms of nurses’ turnover intention. Conclusions and limitations regarding this study were made, and recommendations regarding the profession and future research are made. / Thesis (MCom (Industrial Psychology))--North-West University, Potchefstroom Campus, 2013.