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Mångfald - Från ord till handling : En kvalitativ studie om HRs strategiska arbete med mångfaldLaforet, Anna, Larsson, Anna January 2015 (has links)
Denna studie grundar sig i ett uppdrag från Trafikverket med avsikten att undersöka hur enmångfaldsstrategi kan få ökad effekt i organisationen. Utgångspunkten för denna studie är attdet tycks krävas mer forskning kring hur HR strategiskt kan arbeta med mångfaldsfrågor ochintegrera dem i organisationens alla delar. Syftet med denna studie är således att identifiera hurHR strategiskt kan arbeta med mångfaldsfrågor. Vidare är syftet att visa hur ett strategiskamångfaldsarbete kan bli mer effektivt.Teorier som belyser begreppet mångfald, effekterna av mångfald, strategi, Human ResourceManagement och Strategic Human Resource management kan ses ligga till grund för ettframgångsrikt HRM-arbete med mångfald. Ledarskap, kommunikation, kunskap och att se tillorganisationskulturen belyser teorin som viktiga komponenter för att ett strategiskt arbete skabli mer effektivt och ge effekt i organisationen.Studien bygger på en deduktiv ansats och en kvalitativ metod har genomförts utifrån treindividuella intervjuer och två fokusgrupper. De individuella intervjuernas syfte var att belysaorganisationens nutida arbete med mångfald, framtida perspektiv för hur ett strategisktmångfaldsarbete kan utformas och en målbild för vad arbetet ska resultera i. Den enafokusgruppen bestod av medarbetare från HR från olika regionkontor i landet och hade somsyfte att klargöra hur HR strategiskt kan arbeta med mångfald. Den andra fokusgruppen bestodav chefer från olika regionkontor i landet och hade som syfte att belysa chefers roll och vad deeftersöker i ett strategiskt mångfaldsarbete.Resultatet från intervjuerna har analyserats utifrån den teoretiska referensramen och i dennastudie har vi kommit fram till och identifierat flera betydelsefulla faktorer som för HR är viktigai utformandet av en mångfaldsstrategi. Det är viktigt att definiera begreppet mångfald, klargöraansvarsfrågan, visa på varför organisationen bör arbeta med månglad och kommuniceraeffekterna. Vidare är det viktigt att koppla mångfaldsstrategin till övriga HRM-aktiviteter ochorganisationens övriga strategier och mål för att det strategiska arbetet ska ge effekt. Kunskapom mångfald och att se arbetet som ett förändringsarbete där ledningen utgör en viktig roll harvisat sig vara väsentliga faktorer för att arbetet ska få värde i organisationen. / This study is based on an assignment from the Swedish Transport Administration with the intention to examine how a diversity strategy can be more efficient in the organization. The starting point for this study is that it seems to require more research on how HR can strategically work with diversity issues and integrate them with the rest of the organization. The purpose of this study is to identify how Human Resources strategically can work with diversity. An additional purpose is to show how a strategic diversity work can be more effective.Theories that highlight the concept of diversity, the effects of diversity, strategy, Human Resource Management and Strategic Human Resource Management can be seen as a basis for a successful strategic HRM with diversity. Leadership, communication, knowledge and organizational culture highlight the theory as important components to strategic efforts to become more efficient and provide the power in the organization.The study is based on a deductive approach and a qualitative method has been used on the basis of three individual interviews and two focus groups. With the individual interview, the purpose was to highlight the organization's contemporary work with diversity, future perspectives on how strategic diversity efforts can be designed and a vision for results. One focus group consisted of employees from HR from various regional offices in the country and were intended to clarify how HR can work strategically with diversity. The other focus groups consisted of executives from various regional offices in the country and were intended to highlight the role of managers and what they are seeking in a strategic diversity effortThe result of the interviews were analyzed based on the theoretical framework. In this study we have come up with and identified several significant factors for HR that are important in the design of a diversity strategy. It is important to define the concept of diversity, to clarify the issue of responsibility, to show why the organization should work with diversity, and communicate the impact. Furthermore, it is important to link diversity strategy to other HRM-activities and the organization's other strategies and objectives for the strategic work to effect. Knowledge of diversity and to see the work as a process of change, where management is an important role, have proved to be essential factors for the work to get the value of the organization.
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Talentos em gestão e gestão de talentos: análise da literatura acadêmica e de práticas corporativas / Talent management and management of talents: academic literature analysis and corporative practicesFreitag, Bárbara Beatriz 19 December 2012 (has links)
O mercado atual reflete um ambiente global, complexo, altamente competitivo e volátil para as organizações, o que, no campo da gestão de pessoas, se traduz em desafios relacionados à escassez de profissonais bem qualificados e especializados. Pesquisas internacionais e nacionais do final da década de 1990 e dos anos 2000, dedicadas à área da gestão de pessoas, apontam frequentemente que, para se manter nessa realidade de aumento da concorrência global pelo emprego e a busca por Talentos, as organizações teriam que investir em atrair, desenvolver e reter os melhores profissionais. As empresas deixaram de ser as únicas protagonistas na oferta de emprego e passaram a investir na gestão destes Talentos. Diante desse contexto, essa dissertação buscou contribuir para a literatura de RH e de Gestão de Talentos, analisando a diversidade conceitual sobre talento, sua gestão e as abordagens teóricas sobre o tema. No objetivo central deste estudo foi proposto analisar a relação entre a produção acadêmica e a utilização no meio corporativo das práticas de gestão e conceitos de Talento em Administração. Para isso, realizou-se um estudo em caráter exploratório e descritivo. Na análise dos dados empíricos foram empregadas técnicas de estatística descritiva e análise de conteúdo com suporte do software NVivo. Procedeu-se a uma revisão de literatura sobre Talentos em diversos campos do conhecimento e em Administração, bem como a uma contextualização da produção acadêmica sobre Gestão Estratégica de Recursos Humanos. Contatou-se que o termo Talento é fluido e particular ao meio em que está inserido e que a Gestão de Talentos consiste em uma configuração de práticas para gerir os talentos na organização. Na fase empírica, foram analisadas, por meio de uma survey, 471 empresas atuantes no Brasil. Estas foram categorizadas quanto à prática formal de Gestão de Talentos e às abordagens inclusiva (todos são talentos) e exclusiva (nem todos são talentos). As empresas que declararam ter um programa formal de Gestão de Talentos representaram 75% do total da amostra e é maioria no que se refere à formalização das diretrizes estratégicas organizacionais e de recursos humanos. A população empregada nessas empresas tem maior escolaridade, são mais jovens e tem menos tempo de casa do que a das empresas sem o programa formal da Gestão de Talentos. A prática de abordagem exclusiva ou diferenciadora deste programa se mostrou emergente e estratégica no cenário nacional. Foram analisadas as definições de talento declaradas pelas empresas em relação à literatura deste tema, verificou-se que para cada empresa há uma definição de talento, mas que nestas há termos que se repetem nestas definições. Assim, foi gerada uma listagem com as palavras mais frequentes por categoria de empresa. A análise agregada dessa lista em relação à literatura de talentos e a de GT, possibilitou consolidar os termos principais em duas categorias de atributos de Talento, sendo eles: os identificadores e os qualificadores. Diante dos resultados obtidos, percebeu-se que as organizações têm intenção em praticar a Gestão de Talentos, sendo o seu desenvolvimento um desafio para o meio corporativo e para a academia. Ficou evidente o crescimento das publicações relacionadas a esse assunto no campo da Administração e a sua prática emergente e formal por organizações atuantes no país. Este estudo se limitou ao estilo descritivo o que não permitiu análises em profundidade e se restringiu à utilização de dados secundários. Sugerem-se para estudos futuros, técnicas de estudo de caso longitudinais e pesquisas que busquem apontar como as empresas podem operacionalizar a GT de modo estratégico e a possibilidade de identificar precocemente os Talentos em gestão. / The current market reflects a global environment that is complex, highly competitive and volatile to organizations. These organizations thrive trough modern challenges that are related to the lack of well qualified and specialized professionals. These organizations left the role of job offering and start to invest on attraction, development and retention of talents. International and national research, from the late years of the decade of 1990 and years 2000, dedicated to people management sector frequently point that to remain on this reality of increase on global competition for jobs and search for talent, the organizations would have to invest to attract, develop and retain the best professionals. On that context, this dissertation aim to contribute to the literature of Human Resources and Talent Management, regarding conceptual diversity on talent, its management and theoretical approaches. The main goal of this study was the analysis of the relation between academic production and its use on organizations, its management practices and concepts of talent on Administration. This study can be classified as exploratory and descriptive. For empiric data analysis, statistical descriptive analysis was employed as well as content analysis; both supported with the use of the software NVivo. Part of the study comprehend a literature review on Talent trough diverse fields of knowledge and Administration, with that, it was possible to put on context the academic production on Strategic Human Resources Management. It was possible to conclude that the term Talent is fluid and particular to the medium were it is presented and that Talent Management consist of a configuration of practices to manage the talents on the organization. At the empiric fase, 471 companies that have operations on Brazil were analyzed trough a survey. These were categorized due to its practices on formal Talent Management and its inclusive (everybody is a talent) and exclusive (not everybody is a talent) approaches. The companies that declared to have a formal program of Talent Management represent 75% of sample total and are the majority in what concern the formalization of strategic guidelines to human and organizational resources. People employed on these companies have higher education, are younger and have been on the company longer than those on companies without a formal program to Talent Management. The practice of exclusive or differentiation of this program show itself as emergent and strategic on the national scenario. Considering the literature on this theme, the analysis of the definitions of Talent declared by the companies revealed that there is a talent definition to each company, but there are terms that are common on these different definitions. From that, was generated a list with the most frequent words by company category. The joint analysis of this list with the literature on Talent and Talent Management has made possible to consolidate two Talent attribute categories: Identifiers and Qualifiers. With this results, it was possible to notice the organizational intention in practice Talent Management, been its development a challenge to both academic and corporative fields. The growth of publications related to the subject on the field of Administration and the emerging of formal practice by organizations with operations on Brazil has become clear. This study is limited to descriptive analysis and the use of secondary data; therefore it was not possible to proceed with in depth analysis. It is suggested to future studies the use of techniques such as longitudinal case study and the pursue of themes such as the identification of how companies can operate the Talent Management in a strategic way and the possibility to early identification of Talent in Management.
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Talentos em gestão e gestão de talentos: análise da literatura acadêmica e de práticas corporativas / Talent management and management of talents: academic literature analysis and corporative practicesBárbara Beatriz Freitag 19 December 2012 (has links)
O mercado atual reflete um ambiente global, complexo, altamente competitivo e volátil para as organizações, o que, no campo da gestão de pessoas, se traduz em desafios relacionados à escassez de profissonais bem qualificados e especializados. Pesquisas internacionais e nacionais do final da década de 1990 e dos anos 2000, dedicadas à área da gestão de pessoas, apontam frequentemente que, para se manter nessa realidade de aumento da concorrência global pelo emprego e a busca por Talentos, as organizações teriam que investir em atrair, desenvolver e reter os melhores profissionais. As empresas deixaram de ser as únicas protagonistas na oferta de emprego e passaram a investir na gestão destes Talentos. Diante desse contexto, essa dissertação buscou contribuir para a literatura de RH e de Gestão de Talentos, analisando a diversidade conceitual sobre talento, sua gestão e as abordagens teóricas sobre o tema. No objetivo central deste estudo foi proposto analisar a relação entre a produção acadêmica e a utilização no meio corporativo das práticas de gestão e conceitos de Talento em Administração. Para isso, realizou-se um estudo em caráter exploratório e descritivo. Na análise dos dados empíricos foram empregadas técnicas de estatística descritiva e análise de conteúdo com suporte do software NVivo. Procedeu-se a uma revisão de literatura sobre Talentos em diversos campos do conhecimento e em Administração, bem como a uma contextualização da produção acadêmica sobre Gestão Estratégica de Recursos Humanos. Contatou-se que o termo Talento é fluido e particular ao meio em que está inserido e que a Gestão de Talentos consiste em uma configuração de práticas para gerir os talentos na organização. Na fase empírica, foram analisadas, por meio de uma survey, 471 empresas atuantes no Brasil. Estas foram categorizadas quanto à prática formal de Gestão de Talentos e às abordagens inclusiva (todos são talentos) e exclusiva (nem todos são talentos). As empresas que declararam ter um programa formal de Gestão de Talentos representaram 75% do total da amostra e é maioria no que se refere à formalização das diretrizes estratégicas organizacionais e de recursos humanos. A população empregada nessas empresas tem maior escolaridade, são mais jovens e tem menos tempo de casa do que a das empresas sem o programa formal da Gestão de Talentos. A prática de abordagem exclusiva ou diferenciadora deste programa se mostrou emergente e estratégica no cenário nacional. Foram analisadas as definições de talento declaradas pelas empresas em relação à literatura deste tema, verificou-se que para cada empresa há uma definição de talento, mas que nestas há termos que se repetem nestas definições. Assim, foi gerada uma listagem com as palavras mais frequentes por categoria de empresa. A análise agregada dessa lista em relação à literatura de talentos e a de GT, possibilitou consolidar os termos principais em duas categorias de atributos de Talento, sendo eles: os identificadores e os qualificadores. Diante dos resultados obtidos, percebeu-se que as organizações têm intenção em praticar a Gestão de Talentos, sendo o seu desenvolvimento um desafio para o meio corporativo e para a academia. Ficou evidente o crescimento das publicações relacionadas a esse assunto no campo da Administração e a sua prática emergente e formal por organizações atuantes no país. Este estudo se limitou ao estilo descritivo o que não permitiu análises em profundidade e se restringiu à utilização de dados secundários. Sugerem-se para estudos futuros, técnicas de estudo de caso longitudinais e pesquisas que busquem apontar como as empresas podem operacionalizar a GT de modo estratégico e a possibilidade de identificar precocemente os Talentos em gestão. / The current market reflects a global environment that is complex, highly competitive and volatile to organizations. These organizations thrive trough modern challenges that are related to the lack of well qualified and specialized professionals. These organizations left the role of job offering and start to invest on attraction, development and retention of talents. International and national research, from the late years of the decade of 1990 and years 2000, dedicated to people management sector frequently point that to remain on this reality of increase on global competition for jobs and search for talent, the organizations would have to invest to attract, develop and retain the best professionals. On that context, this dissertation aim to contribute to the literature of Human Resources and Talent Management, regarding conceptual diversity on talent, its management and theoretical approaches. The main goal of this study was the analysis of the relation between academic production and its use on organizations, its management practices and concepts of talent on Administration. This study can be classified as exploratory and descriptive. For empiric data analysis, statistical descriptive analysis was employed as well as content analysis; both supported with the use of the software NVivo. Part of the study comprehend a literature review on Talent trough diverse fields of knowledge and Administration, with that, it was possible to put on context the academic production on Strategic Human Resources Management. It was possible to conclude that the term Talent is fluid and particular to the medium were it is presented and that Talent Management consist of a configuration of practices to manage the talents on the organization. At the empiric fase, 471 companies that have operations on Brazil were analyzed trough a survey. These were categorized due to its practices on formal Talent Management and its inclusive (everybody is a talent) and exclusive (not everybody is a talent) approaches. The companies that declared to have a formal program of Talent Management represent 75% of sample total and are the majority in what concern the formalization of strategic guidelines to human and organizational resources. People employed on these companies have higher education, are younger and have been on the company longer than those on companies without a formal program to Talent Management. The practice of exclusive or differentiation of this program show itself as emergent and strategic on the national scenario. Considering the literature on this theme, the analysis of the definitions of Talent declared by the companies revealed that there is a talent definition to each company, but there are terms that are common on these different definitions. From that, was generated a list with the most frequent words by company category. The joint analysis of this list with the literature on Talent and Talent Management has made possible to consolidate two Talent attribute categories: Identifiers and Qualifiers. With this results, it was possible to notice the organizational intention in practice Talent Management, been its development a challenge to both academic and corporative fields. The growth of publications related to the subject on the field of Administration and the emerging of formal practice by organizations with operations on Brazil has become clear. This study is limited to descriptive analysis and the use of secondary data; therefore it was not possible to proceed with in depth analysis. It is suggested to future studies the use of techniques such as longitudinal case study and the pursue of themes such as the identification of how companies can operate the Talent Management in a strategic way and the possibility to early identification of Talent in Management.
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Exploration des considérations ayant trait aux ressources humaines dans la prise de décision des conseils d'administrationÉtienne, Ilana Michaëlla January 2009 (has links)
Mémoire numérisé par la Division de la gestion de documents et des archives de l'Université de Montréal.
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Operation and Management of Learning Organization¡XA case study of the Central Personnel Administration, the Executive YuanLin, Wan-Li 22 August 2006 (has links)
Abstract
Operation and Management of Learning Organization¡XA case study of the Central Personnel Administration, the Executive Yuan.
The twenty-first century is the era that economy takes command. Under this situation, knowledge management is the major measure to obtain, share and transfer knowledge. On the other hand, learning society concept, promoted in advanced countries, makes many organizations work towards becoming ¡§learning organizations.¡¨ Knowledge management and learning organizations are gradually influencing the department functions and personnel roles within organizations. In human resources management, education, training and development functions, etc will still be emphasized. However, being impacted by these two tendencies, human resources management will have to merge the organization learning and knowledge management into the organization mechanism, it with result in innovative learning ideas in order to mold the learning culture of organizations and improve employee¡¦s capability and organizational effectiveness.
This case study will explore the procedures and achievements from the learning organization promoted by Central Personnel Administration, the Executive Yuan with the basis of strategic human resources management of learning organizations. The research will find out current issues of human resources system of central government and what can be done to correct the issues. From the issues discovered, suggestions will be offered to central government institutes to serve the reference planning and promoting the learning organizations.
Key words¡GKnowledge management, Organization learning, Learning organizations, Strategic human resources management, Case study, Central Personnel Administration of the Executive Yuan.
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Exploration des considérations ayant trait aux ressources humaines dans la prise de décision des conseils d'administrationÉtienne, Ilana Michaëlla January 2009 (has links)
Mémoire numérisé par la Division de la gestion de documents et des archives de l'Université de Montréal
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Les structures de ressources humaines de conseils d'administration performantsBrouillard, Marie-Claude January 2009 (has links)
Mémoire numérisé par la Division de la gestion de documents et des archives de l'Université de Montréal.
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A gestão estratégica de recursos humanos no Brasil e seu alinhamento com tipos de sistemas calculativos e colaborativos / Strategic human resource management in Brazil and its alignment with calculative and collaborative system typesZuppani, Tatiani dos Santos 07 April 2016 (has links)
A dinâmica do cenário contemporâneo tem obrigado as organizações a se modificarem para sobreviver. No entanto, essas mudanças acontecem de forma contextualizada e são aplicadas de diferentes formas, nas várias dimensões organizacionais. A proposta deste estudo foi aprofundar o conhecimento sobre o modo como a Gestão de Recursos Humanos (GRH) vem respondendo ao processo de mudanças, no Brasil, considerado seu desenvolvimento recente. O objetivo foi caracterizar as práticas estratégicas de GRH em organizações privadas que atuam no País, buscando classificá-las, além de identificar os fatores determinantes desse posicionamento e comparar as práticas utilizadas em sistemas descritos na literatura internacional. No levantamento teórico proposto para esse objetivo, investigou-se a Gestão Estratégica de Recursos Humanos, a evolução e contextualização da área no panorama brasileiro e os diferentes tipos de GRH existentes. A pesquisa empírica foi quantitativa de cunho descritivo. Foram coletados dados com um questionário de práticas de gerenciamento de pessoas validado e reconhecido internacionalmente. Desse questionário, foram selecionadas práticas coerentes com os objetivos propostos e analisadas estatisticamente. Os dados revelaram a participação da GRH na estratégia organizacional; prevalência de práticas menos efetivas no gerenciamento do desempenho e da capacidade dos empregados da organização; e relações com os sindicatos limitadas às negociações coletivas. Isso mostra uma tendência das organizações pesquisadas para a perspectiva estratégica da gestão de pessoas. No entanto, nem todas as empresas podem ser descritas da mesma forma. Uma análise de agrupamento classificou a amostra em quatro diferentes grupos de GRH, que por suas características foram classificados como: 1. Operacional; 2. Estratégico; 3. Formalizado; e 4. Comunicativo. As características e proporções mostraram que ainda existem organizações que gerenciam seus empregados de forma meramente burocrática, mas muitas empresas já adotaram um posicionamento estratégico e muitas outras caminham para tal. A partir dessa classificação foi realizada uma comparação das médias de ações de GRH descritas na literatura que, em grupo, formavam práticas calculativas e colaborativas. Essa análise revelou que as empresas do grupo GRH Estratégico possuem as mais altas médias tanto em práticas calculativas quanto colaborativas. O segundo grupo com médias mais elevadas para as práticas calculativas foi o grupo da GRH Formalizada, e o segundo grupo com médias mais altas colaborativas é o GRH Comunicativa. Por fim, foram levantadas variáveis organizacionais que poderiam contribuir para a determinação do grupo estratégico. Entre elas destacam-se o setor de atuação e a formalização da estratégia organizacional. Esses dados retratam uma mudança no perfil de gestão de pessoas nas organizações presentes no Brasil, mostrando que a GRH está mais preocupada em contribuir com a competitividade empresarial. Além disso, diferentes achados sugerem a confluência de influências culturais e institucionais subsidiando as escolhas da área de gestão de pessoas, conciliando aspectos de diferentes naturezas e aproximando essas práticas da heterogeneidade da sociedade brasileira. / The present-day dynamic scenario has compelled organizations to change to survive. However, these changes happen in a contextualized way. The proposal of this study was to deepen the knowledge regarding Human Resource Management (HRM) in Brazil, regarding its recent development. This study\'s objective was to characterize strategic practices of HRM in private companies in this country, seeking not only to classify them, but also to identify these strategies determinant factors and to compare these chosen practices with systems described in international literature. The proposed theoretical set up for this objective investigated Human Resource Management, its evolution and contextualization in Brazilian context and the different HRM systems. The empirical research was quantitative of descriptive nature. Data was collected using a practice-and-people-management questionnaire internationally validated and recognized. Practices that were coherent with the prosed objectives were selected from this questionnaire and they were statistically analyzed. The data reveled the HRM organizational strategy; the dominant practices that are less effective in the performance and employee\'s capacity management; and unions participation in collective negotiations. This shows that the researched companies tend to a strategic HR perspective. Not all the companies can be described in the same way though. A cluster analysis classified the sample in four different HRM groups. 1. Operational; 2. Strategic; 3. Formalized; 4. Communicative. The characteristics and proportions showed that some organizations still manage their employees in a bureaucratic way, but many companies already adopted a strategic positioning and many more walk that way. Based in this classification, a mean comparison from certain HRM actions was made that, in group, generated calculative and collaborative practices. This analysis revealed that Strategic HRM companies have the highest mean values related to calculative and collaborative practices. The second group with highest mean values for calculative practices is Formalized HRM and the group with the second highest mean value with collaborative practices is the Communicative HRM. Finally organizational variables were tested to see which ones could contribute for the setup of the strategic group. Among them the occupation sector and strategy formalization are more prominent. This data shows a change in the human resource profile in organizations present in Brazil, showing that HRM is more concerned in add to the institutional competitiveness. Furthermore, these findings suggest a confluence of cultural and institutional influences supporting the choices made by human resource management area, adjusting aspects of different natures and approaching these practices to the heterogeneity so present in Brazilian society.
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Management capacity development to support business growth : a grounded theory study in German SMEsTreutler, Alexandra January 2014 (has links)
Understanding how small and medium-sized enterprises (SMEs) support their growth strategies through the development of management capacity (MC) is of fundamental importance, particularly given the central role SMEs play in the economies of their respective countries, and the fact that there is a lack of research and useful theories in this specific field. The objective of this study is to develop a framework for MC development (MCD) in growth-oriented SMEs. This study builds on grounded theory by conducting 14 interviews with key informants: 12 founders/CEOs and 2 top managers of German SMEs (and former SMEs). Data analysis was performed by using the qualitative data analysis software ATLAS.ti. The major findings of the study are that, contrary to previous SME HR research, most companies in this study had formal processes for HR practices in place, and there was clear evidence of certain forms of strategic plans, the pursuit of strategic objectives and the taking of strategic decisions manifested itself. In addition, most participants considered their organisation to have an alignment between growth strategy and MCD strategy. However, implementing it into business practice was perceived as extremely challenging. This study thus contributes to the field of SHRM literature by showing how MC is instantiated in SMEs. Furthermore, there is, arguably, a valuable practical application of the research study as it provides growth-oriented SMEs with a clear and logical framework from which to develop MC pro-actively as a major facet of their growth strategy.
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Les structures de ressources humaines de conseils d'administration performantsBrouillard, Marie-Claude January 2009 (has links)
Mémoire numérisé par la Division de la gestion de documents et des archives de l'Université de Montréal
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