Magister Commercii - MCom / Impact of data quality on utilisation and perceived usefulness of integrated Human Resources Information Systems (HRIS). Integrated HR Information systems have become prevalent in modern organisations. These systems promise operational efficiencies and competitive advantage. In order to deliver these benefits, the systems should be effectively utilised and perceived as a useful business tools. The utilisation and perceived usefulness of the HRIS could be influenced by quality of data it produces. The objective of this study was to investigate the impact of data quality on the utilisation and usefulness of the HRIS. The aim was to ensure that organisations realise their investments in HRIS. This would be achieved by improving qualities that ensures effective utilisation of HRIS. Moreover, the study sought to enhance the body of academic knowledge in HRIS as far data quality is concerned. Mixed research method was used to meet the objectives of the study. Survey research and qualitative interviews techniques were employed. Statistical and deductive analysis was applied to raw data in order to draw conclusions. The study found that data quality positively influence utilisation and usefulness of HRIS. Moreover, findings revealed that the HRIS was predominantly used for operational, rather than strategic tasks. HRIS data is also not generally perceived to be of poor quality. HR practitioners emphasise accuracy over other quality dimensions. Organisations that seek to maximise their investment in HRIS should implement data quality improvement initiatives. This will ensure that the system is effectively utilised and produces high quality information for decision-making. This could lead to competitive advantage. Further research could be undertaken to understand; success factors for HRIS data quality initiatives, determinants of HRIS user satisfaction, drivers for dedicated HRIS management roles and the impact of having HRIS manager among others.

The previous chapters described in detail the literature, theory and research on Co-alignment, RBV and SHRM that was the basis for the development of a construct for the conceptualization of HPWP in the casual theme restaurant sector of the US hospitality industry for management. Firms able to implement such HPWP systems possessing universality, i.e. complementary internal fit, have been shown to increase the intangible value of their human capital (employees) and create greater economic value (Delery, 1998). This study used the co-alignment principle in conjunction with concepts in SHRM and RBV to develop a theory for a HPWP system for casual theme restaurants in the US, which is named a High Performance People System (HPPS). The co-alignment model for hospitality organizations which is the foundation of the theoretical model for this research (Olsen, West, and Tse;1998) describes the relationship between four key constructs, i.e. the environment, strategy choice, firm structure, and firm performance. Briefly, the four constructs in the model must be in alignment with each other in order for the firm to produce the greatest value for its stakeholders. Co-alignment theory purports that, "if the firm is able to identify the opportunities that exist in the forces driving change, invest in competitive methods that take advantage of these opportunities, and allocate resources to those that create the greatest value, the financial results desired by owners and investors have a much better chance of being achieved" (Olsen et al. 1998, p.2). SHRM researchers have been advocates of the theory that supports the causal relationship between HRM practices, sustainable competitive advantage (SCA) and firm performance. Several strategic human resource management researchers such as, Cappelli & Singh (1992),Wright & McMahan (1992), Pfeffer (1994), Lado & Wison (1995), Huselid (1995), Jackson & Schuler (1995),Becker & Gerhart (1996), Delany & Huselid (1996), Boxall (1998), Pfeffer (1998), Schuler & Jackson (2000), Ulrich & Beatty (2001), Lepak & Snell (2002), Hartog (2004) and others have directly or indirectly made attempts to theorize the effects of single or multiple human resource management variables on firm performance. These efforts have led to the incremental development of the strategic human resource management literature that stresses the relationships between the HRM practices, SCA and firm performance. There is an emergent body of evidence demonstrating that "the methods used by an organization to manage its human resources can have a substantial impact on many organizationally relevant outcomes" (Delery, 1998, p. 1). Convoluting the research on HPWP is incongruity among researchers on the micro HRM practices which are included in the SHRM system; there is little concurrence among scholars with respect to specifically which human resource practices should be incorporated (Becker & Gerhart, 1996; Rogers & Wright, 1998; Chadwick & Cappelli, 1999). RBV is one of the ten schools of thought in the field of management theory (Mintzberg, 2000) and is predicated on the concept that in order to create a sustainable competitive advantage and produce value for the firm, individual policies or practices produce the greatest results when they operate in a complex system that is not easily imitated (Barney, 1995). Resources are the "physical things a firm buys, leases or produces for its own use or the people hired on terms that make them effectively part of the firm" (Penrose, 1959: 67). Wernerfelt (1984) defines a firm's resources as "tangible or intangible assets which are tied semi-permanently to the firm" (p. 172). Barney (1991) further suggested that resources which can be used to create a SCA must have value, rareness, inimitability and substitutability The research focused on the discovery of the components of a HPWP system construct in the US casual theme restaurant segment for operating managers and the performance metrics used to judge their effectiveness. An exploratory study, in part using the Delphi method, serves as the overall research approach. A cross section of restaurant industry experts including company executives, consultants, academics and investors/owners contributed to the study. The outcome is a list of HRM work practices that are common to the casual theme restaurant industry and performance metrics. Based on prior empirical work the study started with 14 HRM work practice dimensions (See Table 3.1) and 3 performance measurements of productivity, turnover and financial performance (Huselid, 1995; Huselid & Becker, 1995; Delery & Doty, 1996; Becker & Huselid, 1996; Huselid & Becker, 1997; Hartog, 2004). These dimensions and performance metrics were presented to the panel of expert's making up the pilot study group as a starting point in the development of the HPWP system construct for the casual themed restaurant industry. After compiling the results of the pilot study and pretesting the survey instrument, the first Delphi survey (see Appendix 3) and a subsequent reminder were sent out electronically to the preselected Delphi participants for the study. A consensus on the research questions was not reached from the first-round survey according to the protocol Therefore, the second round was administered which provide opportunity for participants to change their position to help the group reach a consensus. Since consensus was reached according to the protocol (see tables 4.9, 4.12 & 4.13), the Delphi was concluded at this point. In summary, figure 1.1 put forth a conceptual model to clarify the relationships between the above mentioned schools of thought and firm performance. Figure 1.2 presented a working theoretical model which expounds on the relationships between the key concepts in the conceptual model and firm performance. Finally, figure 5.1 displays the results and the relationships of the study which methodically confirms the components of a HPPS for unit level managers, and identifies appropriate evaluation criteria for determining the performance of HPPS in the US casual restaurant market. / Ph. D.

Conflict between managers and employees is inevitable in any organization, whether public or private. Often, the source of the conflict is employee non-compliance. Managers are responsible for disciplining those employees whose performance or conduct is sub-standard or inappropriate. Therefore, the ability to effectively address employee non-compliance is an essential skill for all managers. Most employee discipline systems fall into one of three categories: traditional, progressive, and affirmative. Traditional systems were prevalent in the late-nineteenth and early twentieth centuries. An autocratic, demanding manager would mete out punishment to non-compliant employees both as an action against the employee and as a warning to other employees. Employees were often terminated for their first offense. With the advent of labor unionism and fair labor practices in the first half of the twentieth century, organizational leaders were required to develop more progressive employee discipline systems which protected employee "due process" and which allowed time and opportunity for improvement by the non-compliant employee. Progressive employee discipline systems are the most prevalent discipline systems in America's workforce today. These systems entail three or four steps, with each successive step usually resulting in more severe penalties for the same offense or more severe offenses. Progressive employee discipline allows the employee an opportunity to respond to non-compliance issues and to try to improve it to the extent required to maintain their position. A new employee discipline system, affirmative discipline, has gained adherents in the private sector primarily. Affirmative employee discipline systems do not use punishment to correct employee non-compliance but instead, ask managers to "coach" and "counsel" the non-compliant employee to better behavior and performance. Rehabilitating the employee's non-compliance is the primary goal of affirmative systems. The emphasis is not only upon the non-compliant employee, but on rehabilitating the "marriage" of non-compliant employee and direct supervisor. Little evidence exists to determine the extent to which progressive and affirmative employee discipline systems are being utilized in the modern organization. No evidence exists that indicates the prevalence of these systems in Florida's healthcare institutions. A survey-based analysis of the use of progressive and affirmative employee discipline systems in Florida's hospitals resulted in respondents indicating frequent utilization of formal progressive employee discipline systems. Designed in three or four steps, these progressive systems allow the employee to improve his/her behavior. Two common tools in progressive systems, the verbal warning and the performance counseling statement, are utilized frequently based upon those respondents surveyed. The use of affirmative employee discipline systems, on the other hand, is relatively rare. The use of written behavior contracts to elicit improved employee compliance is also quite rare. The vast majority of respondents appear to be unfamiliar with the use of written behavior contracts to elicit improved employee compliance.

Today, the effective management of people is assuming prominence as a source of sustained business performance improvement. The rationale for this trend is that other significant aspects of business, such as marketing, new technology, market niche, trademarks and brand image have generally been mastered. Therefore, business enterprises are being encouraged in seeking to gain comparative advantage by reliance on their human resources because this aspect of business is arguably more difficult to imitate or understand than the more conventional resources. As a result, there is an awakening of the need to introduce management practices that will concentrate on the added value which a highly motivated work force may provide to the organisation. The idea of added value from a highly motivated work force assumes even greater significance when the main business hinges almost entirely on the attitudes and approaches of people. This concept applies most forcibly to Barbados and the Organisation of Eastern Caribbean States (BOECS), the region covered by this study. This research therefore, explores the idea of gaining comparative advantage through appropriate people management methods and follows the trend in the developed and more industrialised nations of the world in an effort to determine whether there is a useful model of effective management practices which may be replicated in the BOECS and thus lead to improved business performance in the micro states which constitute this ii region. However, this study is mindful of the limitations of the research methodology which a vast number of contributors to this intriguing topic have employed. Nevertheless, this exploratory attempt examines the issue in the light of its possible positive effect on a previously uncharted area, viz., Barbados and the Eastern Caribbean (BOECS) as far as it relates to scholarly treaties on Human Resource Management. The idea is that even in the absence of clear unequivocal empirical evidence about its benefits, it may be useful to pursue the strategic approach to Human Resource Management including expansion of employee involvement, for it own sake.

Today, the effective management of people is assuming prominence as a source of sustained business performance improvement. The rationale for this trend is that other significant aspects of business, such as marketing, new technology, market niche, trademarks and brand image have generally been mastered. Therefore, business enterprises are being encouraged in seeking to gain comparative advantage by reliance on their human resources because this aspect of business is arguably more difficult to imitate or understand than the more conventional resources. As a result, there is an awakening of the need to introduce management practices that will concentrate on the added value which a highly motivated work force may provide to the organisation. The idea of added value from a highly motivated work force assumes even greater significance when the main business hinges almost entirely on the attitudes and approaches of people. This concept applies most forcibly to Barbados and the Organisation of Eastern Caribbean States (BOECS), the region covered by this study. This research therefore, explores the idea of gaining comparative advantage through appropriate people management methods and follows the trend in the developed and more industrialised nations of the world in an effort to determine whether there is a useful model of effective management practices which may be replicated in the BOECS and thus lead to improved business performance in the micro states which constitute this ii region. However, this study is mindful of the limitations of the research methodology which a vast number of contributors to this intriguing topic have employed. Nevertheless, this exploratory attempt examines the issue in the light of its possible positive effect on a previously uncharted area, viz., Barbados and the Eastern Caribbean (BOECS) as far as it relates to scholarly treaties on Human Resource Management. The idea is that even in the absence of clear unequivocal empirical evidence about its benefits, it may be useful to pursue the strategic approach to Human Resource Management including expansion of employee involvement, for it own sake.

Dissertation deals with the human resource audit. It is aimed at creation of the concept for human resource audit and verification of its various aspects by analyzing the primary data obtained by empirical research.

Este estudo de natureza exploratória-descritiva versa sobre contribuições de fatores de estímulo para a capacidade de inovação sob a perspectiva da gestão estratégica de pessoas. O problema da pesquisa foi: em que medida a gestão estratégica de pessoas pode contribuir para a capacidade de inovação no setor industrial? Foram formulados três objetivos de investigação: identificar indicadores de gestão estratégicas de pessoas, identificar indicadores de capacidade de inovação e analisar as contribuições da gestão estratégica de pessoas para a capacidade de inovação. Foi realizada pesquisa bibliográfica, por meio da qual se obtiveram características e indicadores utilizados na pesquisa empírica conduzida sob o método quantitativo. Foram feitos 1.034 com profissionais responsáveis pela gestão de projetos de pesquisa, desenvolvimento e inovação, sendo que 39 participaram do levantamento. Foi confirmada a hipótese geral do estudo, que gestão estratégica de pessoas está associada com capacidade de inovação. Também foi confirmada uma hipótese específica, que liderança e gestão é a característica de gestão estratégica de pessoas que esteve mais fortemente associada com capacidade de inovação. Foram propostas sugestões de continuidade da pesquisa e novas pesquisas relacionadas ao tema. / This study focuses on stimulus factors\' contributions for innovation management. Its research problem was \"to what extent strategic human resource management can contribute to innovation capacity in the industrial sector?\" The three objectives of this study were: identifying innovation capacity antecedents from the perspective of strategic human resource management; identifying innovation capacity indicators; and analyzing the contributions of strategic human resource management for innovation capacity. In order to identify innovation capacity antecedents, a bibliographical research in strategic human resources literature and in innovation management literature had been carried out. These antecedents consisted of seven organizational characteristics, four of which were chosen for being related to strategic human resource management: philosophy, values and norms; strategic innovative focus; leadership and management; and human resources policies and practices. An unprecedented conceptual model was developed in order to test the relationship between the independent and dependent variables: strategic human resource management and innovation capacity. In addition, three intervening variables were selected from the literature: organizational size, gross operating income and number of years operating in Brazil. An empirical, descriptive and quantitative research was carried out by means of deductive reasoning. The population of the study consisted of professionals responsible for research, development and innovation in industrial organizations operating in Brazil. From 1.034 professionals responsible for research, development and innovation were contacted, 48 of them participated in the survey and 39 provided complete answers. The general hypothesis of the study - that strategic human resource management is associated with innovation capacity - was confirmed. The strategic resource management characteristics that were moderately or highly correlated with innovation capacity were: strategic innovative focus; leadership and management; and human resources policies and practice. Philosophy, values and norms was the only characteristic that presented low correlation. Continuity of this research and new research topics were suggested.

A gestão de talentos está entre as principais preocupações dos gestores de Recursos Humanos (RH), contudo ainda existe muita confusão em relação ao tema. Uma das primeiras questões levantadas é como definir quem é talento. Uma vez definido o conceito de talento existe a discussão sobre como fazer a gestão desses talentos e a efetiva implantação dos programas de gestão de talentos. Este trabalho tem por objetivo contribuir com o entendimento das práticas de gestão de talentos nas organizações estudando o conceito de talento utilizado, as práticas em si e as dificuldades de implantação delas. Foram selecionadas para o estudo as empresas que possuem um sistema formal de gestão de talentos. A pesquisa de campo foi feita por meio de um estudo de caso qualitativo com entrevistas em profundidade em empresas com sistema formal de gestão de talentos. Os principais resultados obtidos de acordo com os dados coletados foram que o conceito de talento está centrado na discussão sobre a abrangência e o prazo do programa. Em abrangência se discute o quão inclusivo ou exclusivo deve ser o programa, em prazo a discussão reside no tempo que a empresa espera ter retorno com o seu programa de talento. Uma visão de curto prazo sugere práticas de gestão de talentos que reforcem a aquisição de talentos já prontos, por outro lado uma visão de longo prazo sugere práticas de gestão de talentos que reforcem o desenvolvimento de talentos internos. Os achados sobre as práticas indicaram que elas se concentram nas práticas de planejamento sucessório, formação de pool de talentos e treinamento e desenvolvimento. Na discussão sobre a implantação dos programas os resultados apontaram a importância dos gestores de linha e a influência do contexto para o sucesso da implantação. / The talent management is one of the main concerns of Human Resources (HR) managers, however there is much confusion in this regard. One of the first issues raised is how to define who is talented. Having defined the concept of talent there is the discussion on how to manage these talents and the effective deployment of talent management programs. This paper aims to contribute to the understanding of talent management practices in organizations by studying the concept of talent used, the practice itself and the implementation difficulties. Companies that have a formal system of talent management were selected for the study. The field research was a qualitative case study with in-depth interviews in companies with formal system of talent management. The main results obtained from the data collected were that the talent concept is centered on the discussion of the scope and duration of the program. In the the scope the discussion is how inclusive or exclusive the program should be, in duration the discussion lies in the time that the company expects the return of his talent management program. A short-term view suggests talent management practices that enhance the acquisition of talented professionals already ready, on the other hand, a long-term view suggests talent management practices that enhance the development of internal talent. The findings on the practices indicated that they focus on succession planning practices, creating a pool of talent and training and development. In discussing the implementation of the programs, the results showed the importance of line managers and the influence of the context for successful implementation.

O Desenvolvimento de Recursos Humanos (DRH) é um tema que se destaca pelo estudo e fomento da aprendizagem em diferentes níveis, formatos e momentos. Seus componentes principais são treinamento e desenvolvimento, desenvolvimento de carreiras e desenvolvimento organizacional. Uma de suas abordagens é o Desenvolvimento Estratégico de Recursos Humanos (DERH), que busca alinhar a aprendizagem no contexto organizacional aos objetivos estratégicos da organização. O presente estudo adotou a abordagem de DERH e orientou-se pela perspectiva de desempenho, segundo a qual, o objetivo da aprendizagem nas organizações é ajudá-las a atingir seus objetivos. Desse modo, torna-se importante avaliar a contribuição das políticas e práticas de DRH para o alcance dos resultados organizacionais. Nesse sentido, avaliar a relação entre DRH e desempenho organizacional torna-se relevante. A partir dessa breve contextualização, depreende-se o objetivo deste estudo, que foi analisar a relação estabelecida entre adoção de políticas e práticas de DRH e desempenho organizacional, investigando a atuação dos fatores contingenciais nessa relação. Esses fatores foram investigados à luz da abordagem de DERH, que tem como uma de suas características a análise do ambiente e de sua influência no modelo de DRH. Para condução da etapa empírica, foi adotada a abordagem quantitativa, utilizando-se questionário estruturado direcionado ao principal responsável pelo RH de organizações que atuam no Brasil. A amostra da pesquisa contou com 354 casos válidos. Para a análise dos dados, foram empregadas as análises fatorial exploratória e confirmatória para a constituição do sistema de DRH e a regressão logística para avaliar a relação desse sistema com o desempenho das organizações. Como resultados principais, constatou-se que a adoção de políticas e práticas de DRH explica 42,1% da variação nos valores previstos de desempenho organizacional e que a regulação do setor, o porte e o alinhamento horizontal moderam a relação entre DRH e desempenho organizacional. / Human Resource Development (HRD) is a theme that stands out for the study and promotion of learning in different levels, formats and moments. Its main components are training and development, career development and organizational development. One of its approaches is the Strategic Human Resource Development (SHRD), which seeks to align learning in the organizational context with the strategic objectives of the organization. The present study adopted the approach of SHRD and was guided by the perspective of performance, according to which, the purpose of learning in organizations is to help them achieve their goals. Thus, it is important to evaluate the contribution of HRD policies and practices to the achievement of organizational results. In this sense, evaluate the relationship between HRD and organizational performance becomes relevant. Based on this brief contextualization, the objective of this study was to analyze the relationship established between the adoption of policies and practices of HRD and organizational performance, investigating the behavior of contingency factors in this relationship. These factors were investigated in light of the SHRD approach, which has as one of its characteristics the analysis of the environment and its influence on the HRD model. In order to conduct the empirical step, the quantitative approach was adopted, using a structured questionnaire directed to the main HR manager of organizations working in Brazil. The survey sample had 354 valid cases. For the analysis of the data, we used the exploratory and confirmatory factor analysis for the constitution of the HRD system and the logistic regression to evaluate the relationship of this system with the performance of the organizations. As a main result, it was found that the adoption of HRD policies and practices explains 42.1% of the change in predicted values of organizational performance and that sector regulation, size and horizontal alignment moderate the relationship between HRD and organizational performance.

Este estudo tem por objetivo contribuir para a investigação sobre as relações entre as práticas de GERH, o engajamento no trabalho e resultados no nível do indivíduo: desempenho no cargo e intenção de sair da organização. A pesquisa bibliográfica demonstrou a multiplicidade de Práticas, Sistemas de Práticas de GERH, com convergências e divergências. O referencial Amo Framework para a definição das Práticas se mostrou, ao menos conceitualmente, um modelo robusto e integrador do plano organizacional para o plano individual. Empiricamente, encontramos forte associação entre as Práticas de GERH orientadas pelo AMO e o Engajamento o que, sem dúvida, é uma contribuição para o \"Problema da Caixa Preta\". Ainda quanto à pesquisa bibliográfica, foi analisado o construto engajamento no trabalho e suas diversas linhas teóricas, variáveis antecedentes e escalas de mensuração. Foi definido modelo teórico que relaciona as Práticas de GERH, os resultados individuais, o engajamento no trabalho e variáveis antecedentes relevantes associadas ao engajamento, que foi testado via Modelagem de Equações Estruturais (Lavaan- R), atendendo aos requisitos de qualidade de ajuste (GOF), com parâmetros considerados bons. O foco desta pesquisa foi trazer o construto de engajamento no trabalho para o debate acadêmico no Brasil e seu papel na Gestão Estratégica de RH. Desse modo, em tempos de alta competitividade, podemos afirmar que um dos objetivos da GERH deve estar ligado à promoção dos níveis de Engajamento. Nesse estudo, ficou demonstrada a robustez do construto e sua mensuração, a validade discriminante com outros construtos e na amostra pesquisada a associação significativa direta em relação ao Desempenho no Cargo e a Intenção de Sair. Foram confirmadas as hipóteses com respeito à importância do engajamento no trabalho - quer seja em sua associação direta com as variáveis de resultado individuais, quer seja pela sua associação indireta nas relações entre as Práticas de GERH (e Suporte Percebido) e as variáveis consequentes pesquisadas. Como contribuições da tese para a Teoria, consideramos que os resultados desta tese fazem avançar a compreensão acerca do \'Problema da Caixa Preta\' ao demonstrar a forte associação positiva entre as Práticas de GERH e o engajamento no trabalho e este com comportamentos e atitudes desejáveis. Sugestões para futuras investigações bem como implicações teóricas, metodológicas e práticas são discutidas. / This study aims to contribute to research on the relationships between the practices of SHRM, work engagement and results at the individual level: performance and intention to leave the organization (reverse). The bibliographical research demonstrated the multiplicity of Practices, Systems of Practices of SHRM, with convergences and divergences. The Amo framework for the definition of Practices has been shown, at least conceptually, as a robust and integrative model. Empirically, we find a strong association between the AMO oriented practices and the engagement, which undoubtedly contributes to the \'black box problem\'. As for bibliographical research, the work engagement construct and its various theoretical lines, antecedents variables and measurement scales were analyzed. It was defined a theoretical model that relates the SHRM Perceived Practices, the individual results, the engagement in the work and relevant antecedent variables associated to the engagement, which was tested using Structural Equation Modeling (Lavaan-R), meeting the requirements of quality of fit (GOF), with parameters considered good. The focus of this research was to bring the work engagement construct to the academic debate in Brazil and its role in SHRM. Thus, in times of high competitiveness, we can say that one of the objectives of the SHRM must be linked to the promotion of levels of work engagement. In this study, the robustness of the construct and its measurement, the discriminant validity with other constructs and a direct significant association with respect to job performance and the Intention to leave (reversed) were proved. The hypotheses regarding the importance of engagement at work - whether in their direct association with the individual outcome variables or their indirect association in the relationship between the Practices of SHRM Perceived Practices, and Perceived Support and the consequent variables were confirmed in the sample. As contributions of the thesis to the Theory, we consider that the results of this thesis advances the understanding about the \'Black Box Problem\' by demonstrating the strong positive association between the SHRM Practices and the work engagement and the latter with desirable behaviors and attitudes. Suggestions for future investigations as well as theoretical, methodological and practical implications are discussed.