<p>U radu se proučavaju osnovne karakteristike pristupa<br />menadžmentu ljudskih resursa i njihova povezanost sa<br />aktivnostima procesa menadžmenta ljudskih resursa i<br />elementima konkuretske prednosti sa ciljem kreiranja<br />modela kojim će organizacije biti u mogućnosti da<br />usklađuju pristupe, aktivnosti procesa i elemente<br />konkurentske prednosti.</p> / <p>Reserch paper explores the basic characteristics of the<br />human resources management approach and their<br />connection with the activities of the human resource<br />management process and elements of competitive<br />advantages in order to create a model that organizations<br />will be able to use in harmonizing approaches ,<br />activities, processes and elements of competitive<br />advantage.</p>

Este trabalho tem o objetivo de entender e analisar o processo de alinhamento da estratégia de negócio e a gestão de pessoas para obtenção de vantagem competitiva nas organizações. A gestão das pessoas tornou-se um desafio estratégico de muitas organizações na atualidade, em decorrência das mudanças importantes que acontecem no cenário competitivo. A gestão das pessoas é um processo complexo, que deve ser arquitetado com estratégias, políticas e práticas e uma estrutura de Recursos Humanos que contribua na capacitação dos gestores organizacionais no exercício desse papel. Muitos trabalhos acadêmicos, a partir do fim do século XX, se concentram em estudar estratégias, políticas e práticas de gestão de pessoas que contribuem para a melhoria dos resultados organizacionais ou, em analisar modelos de Recursos Humanos que mais colaboram para a implementação das estratégias organizacionais; direcionando achados considerados universais, por meio de abordagens quantitativas. Aspectos como os impactos das demandas do ambiente de negócio, a relação com a estratégia organizacional, o alinhamento entre estratégia, políticas e práticas de gestão de pessoas e a transição da estrutura de Recursos Humanos como área de suporte ao modelo de gestão escolhido, foram pouco analisados de forma inter-relacionada. Esta pesquisa optou por um estudo exploratório, analisando relações, contextos, dificuldades e posicionamento empresarial. Como suporte, revisou boa extensão dos trabalhos acadêmicos mencionados enfocando estratégias e abordagens teóricas de gestão de pessoas, consistência e alinhamento das políticas e práticas de gestão de pessoas, a evolução e o papel das estruturas de Recursos Humanos e abordagens para analisar resultados em gestão de pessoas. O estudo de caso foi realizado na Oxiteno, empresa brasileira do setor químico. A coleta de dados baseou-se em entrevistas em profundidade, questionários, grupos de foco e coleta de dados secundários para viabilizar o aprofundamento dos dados e a sua triangulação. Os resultados sugerem que o alinhamento é um processo na Oxiteno. Algumas estratégias de gestão de pessoas existentes (gestão de competências, transformação cultural e gestão de talentos) podem ser associadas a outras, ainda em desenvolvimento (gestão do conhecimento e da comunicação e ambiente) para suportar o processo de crescimento da empresa. Políticas e práticas podem ser revisadas e mais extensamente comunicadas para reforçar essas estratégias como: o desenvolvimento de sucessores, o reconhecimento de desempenhos e contribuições individuais e em grupo, além da busca da participação e do exercício constante da comunicação. A área de RH deve ser vista como um parceiro estratégico, não como ator principal na gestão de pessoas. A aferição dos processos de gestão e do exercício dos papéis dos gestores de pessoas pode contribuir para direcionar os comportamentos individuais das pessoas para que estas sejam vistas e percebidas como fonte de vantagem competitiva, demanda prioritária da Organização. Algumas indagações são decorrentes do estudo de caso: É possível obter um alinhamento permanente entre gestão de pessoas e desafios organizacionais? O esforço organizacional na busca de engajamento e comprometimento das pessoas por si só é um posicionamento estratégico? Como efetivamente aferir pessoas como fonte de vantagem competitiva? Futuros trabalhos com abordagem quantitativa ou qualitativa podem contribuir com a busca das respostas a essas perguntas. A gestão das pessoas, um ativo tão complexo e único, deve ser arquitetada e representar um desafio estratégico nas Organizações para consolidá-las como fonte de vantagem competitiva. / This study has the objectives of study and analyzes the alignment process of business strategy and people management to assure competitive advantage in organizations. People management has become a strategic challenge for many organizations nowadays, due to important changes in the competitive arena. People management is a complex process, which needs to be designed with strategies, policies, practices and a Human Resource structure that contributes to the development of the leaders in exercising their roles. Many academic studies, since late XX century, are concentrated in studying people management strategies, policies and practices that contribute to maximize organizational results or, in analyzing Human Resource models that support organizational strategies implementation; leading to universal findings by researching under quantitative methods. In those studies, aspects like business environment demands, relationships with organizational strategies, the alignment of people management strategy, polices and practices and, the transition of Human Resource structure were not analyzed in an interrelated way. This research was an exploratory study, using as a framework: relationships, context, difficulties and organizational positioning. As a theoretical reference, this study revisited a good extension of academic papers related to people management strategies and schools; consistency and alignment process of Human Resource policies and practices; the evolution and the role of Human Resource structures and approaches to analyze human resource results. A case study was developed in Oxiteno, a Brazilian chemical company. Interviews, questionnaires, focus groups and secondary data collection were approaches used to guide deep analysis and data triangulation. The findings of the research suggest that the alignment is in process at Oxiteno. Some existing people management strategies (competency management, culture transformation and talent management) can be associated with others, still in development (knowledge, communication and environment management) to sustain the company growing process. To reinforce the strategies, policies and practices like successors planning, individual and group performance and contribution recognition, participatory management and communication can the reviewed and more extensile executed. The Human Resource area must be considered a strategic partner, and not the main actor in the people management process. The measurement effort of the managerial processes and of the exercise of people managers role can contribute to direct individual behaviors that will drive the competitive advantage recognition, key demand of Oxiteno. Some questions rise from the case study: Is it possible to achieve a permanent alignment between people management and organizational challenges? Can the organizational effort for people engagement and commitment be considered a strategic position? How effectively can people competitive advantage be measured? Future studies using quantitative or qualitative methods can be done and will contribute to answer these questions. The management process of people, a so unique and complex asset, must be designed and represent a strategic challenge in the organizations to convert people in competitive advantage.

Este trabalho tem o objetivo de entender e analisar o processo de alinhamento da estratégia de negócio e a gestão de pessoas para obtenção de vantagem competitiva nas organizações. A gestão das pessoas tornou-se um desafio estratégico de muitas organizações na atualidade, em decorrência das mudanças importantes que acontecem no cenário competitivo. A gestão das pessoas é um processo complexo, que deve ser arquitetado com estratégias, políticas e práticas e uma estrutura de Recursos Humanos que contribua na capacitação dos gestores organizacionais no exercício desse papel. Muitos trabalhos acadêmicos, a partir do fim do século XX, se concentram em estudar estratégias, políticas e práticas de gestão de pessoas que contribuem para a melhoria dos resultados organizacionais ou, em analisar modelos de Recursos Humanos que mais colaboram para a implementação das estratégias organizacionais; direcionando achados considerados universais, por meio de abordagens quantitativas. Aspectos como os impactos das demandas do ambiente de negócio, a relação com a estratégia organizacional, o alinhamento entre estratégia, políticas e práticas de gestão de pessoas e a transição da estrutura de Recursos Humanos como área de suporte ao modelo de gestão escolhido, foram pouco analisados de forma inter-relacionada. Esta pesquisa optou por um estudo exploratório, analisando relações, contextos, dificuldades e posicionamento empresarial. Como suporte, revisou boa extensão dos trabalhos acadêmicos mencionados enfocando estratégias e abordagens teóricas de gestão de pessoas, consistência e alinhamento das políticas e práticas de gestão de pessoas, a evolução e o papel das estruturas de Recursos Humanos e abordagens para analisar resultados em gestão de pessoas. O estudo de caso foi realizado na Oxiteno, empresa brasileira do setor químico. A coleta de dados baseou-se em entrevistas em profundidade, questionários, grupos de foco e coleta de dados secundários para viabilizar o aprofundamento dos dados e a sua triangulação. Os resultados sugerem que o alinhamento é um processo na Oxiteno. Algumas estratégias de gestão de pessoas existentes (gestão de competências, transformação cultural e gestão de talentos) podem ser associadas a outras, ainda em desenvolvimento (gestão do conhecimento e da comunicação e ambiente) para suportar o processo de crescimento da empresa. Políticas e práticas podem ser revisadas e mais extensamente comunicadas para reforçar essas estratégias como: o desenvolvimento de sucessores, o reconhecimento de desempenhos e contribuições individuais e em grupo, além da busca da participação e do exercício constante da comunicação. A área de RH deve ser vista como um parceiro estratégico, não como ator principal na gestão de pessoas. A aferição dos processos de gestão e do exercício dos papéis dos gestores de pessoas pode contribuir para direcionar os comportamentos individuais das pessoas para que estas sejam vistas e percebidas como fonte de vantagem competitiva, demanda prioritária da Organização. Algumas indagações são decorrentes do estudo de caso: É possível obter um alinhamento permanente entre gestão de pessoas e desafios organizacionais? O esforço organizacional na busca de engajamento e comprometimento das pessoas por si só é um posicionamento estratégico? Como efetivamente aferir pessoas como fonte de vantagem competitiva? Futuros trabalhos com abordagem quantitativa ou qualitativa podem contribuir com a busca das respostas a essas perguntas. A gestão das pessoas, um ativo tão complexo e único, deve ser arquitetada e representar um desafio estratégico nas Organizações para consolidá-las como fonte de vantagem competitiva. / This study has the objectives of study and analyzes the alignment process of business strategy and people management to assure competitive advantage in organizations. People management has become a strategic challenge for many organizations nowadays, due to important changes in the competitive arena. People management is a complex process, which needs to be designed with strategies, policies, practices and a Human Resource structure that contributes to the development of the leaders in exercising their roles. Many academic studies, since late XX century, are concentrated in studying people management strategies, policies and practices that contribute to maximize organizational results or, in analyzing Human Resource models that support organizational strategies implementation; leading to universal findings by researching under quantitative methods. In those studies, aspects like business environment demands, relationships with organizational strategies, the alignment of people management strategy, polices and practices and, the transition of Human Resource structure were not analyzed in an interrelated way. This research was an exploratory study, using as a framework: relationships, context, difficulties and organizational positioning. As a theoretical reference, this study revisited a good extension of academic papers related to people management strategies and schools; consistency and alignment process of Human Resource policies and practices; the evolution and the role of Human Resource structures and approaches to analyze human resource results. A case study was developed in Oxiteno, a Brazilian chemical company. Interviews, questionnaires, focus groups and secondary data collection were approaches used to guide deep analysis and data triangulation. The findings of the research suggest that the alignment is in process at Oxiteno. Some existing people management strategies (competency management, culture transformation and talent management) can be associated with others, still in development (knowledge, communication and environment management) to sustain the company growing process. To reinforce the strategies, policies and practices like successors planning, individual and group performance and contribution recognition, participatory management and communication can the reviewed and more extensile executed. The Human Resource area must be considered a strategic partner, and not the main actor in the people management process. The measurement effort of the managerial processes and of the exercise of people managers role can contribute to direct individual behaviors that will drive the competitive advantage recognition, key demand of Oxiteno. Some questions rise from the case study: Is it possible to achieve a permanent alignment between people management and organizational challenges? Can the organizational effort for people engagement and commitment be considered a strategic position? How effectively can people competitive advantage be measured? Future studies using quantitative or qualitative methods can be done and will contribute to answer these questions. The management process of people, a so unique and complex asset, must be designed and represent a strategic challenge in the organizations to convert people in competitive advantage.

[Truncated abstract] The commercial developments of the late 20th and early 21st centuries have come to signify profound and far-reaching change in the way that goods and services are designed, produced, marketed and delivered to customers in the world's international and domestic markets. In order to respond to a more intensively competitive trading environment that demands ever-increasing levels of product quality, customer service, organisational efficiency and business performance, the management of business entities has undergone fundamental alteration in form and content. It is within this context that two traditionally disparate business disciplines have emerged to play an important role in the new economic commercial order, that of small business management and that of Strategic Human Resource Management (SHRM). Historically eclipsed by the large and powerful mass-producing corporations, the small business sector has been more recently viewed as playing an increasingly prominent part in the creation of national and regional prosperity within the developed countries. The unprecedented interest in smaller firms and the desire to see them fulfill their economic and social potential have resulted in legislative reform and widespread initiatives by governments and other institutions designed to support and protect the smaller operators in their commercial endeavours. Similarly, in the post-industrial knowledge economy people have risen in prominence over other organisational resources as a key source of competitive commercial advantage. The role of intellectual capital in securing business success has fuelled the development of management technology and methods designed to enhance the contribution of human resources to business performance. Heralded by many as the defining managerial approach for enterprises that wish to build sustainable competitive advantage in the markets of today and the future, SHRM has come to the fore as a means to re-evaluate the importance of human contribution to business outcomes and guide management practice in leveraging the latent potential of a company's human assets. ... In general, the management of business strategy was found to possess low levels of structure and formality, effectively merging into the collective activities associated with owning and operating a small business. Similarly, when compared with the key elements of a strategic human resource management framework constructed specifically for this study, the data indicated that the strategic management of people is prevalent in smaller firms but that this again represents only partial adoption of normative models as commonly promoted for the larger business management context. It was concluded that the theoretical principles and concepts of SHRM demonstrate relevance for small companies on account of the status of the contemporary external commercial environment in which they must compete as well as the range of managerial benefits associated with strategic methodology and practice. However, currently there exist no suitable models of practice with supporting guidelines that respond to the unique contextual and operational needs and experiences typical of smaller firm owner-managers.

Background: It is important to develop and execute human resource practices that generate employee competencies and behaviours the company needs to achieve its strategic goals. SHRM is about how to align HR strategies with corporate strategies, and implemented in a correct way SHRM can be an efficient tool to use for enhancing organisational performance. Purpose: The purpose of the thesis is to evaluate the alignment between EWES Stålfjäder AB´s corporate strategies and its HR strategies. Method: To study this we believe it was accurate to use a qualitative method approach. The empirical study consists of semi-structured interviews as well as written documents. Analysis: The structure of the analysis follows the theoretical framework. We have used the model developed by Dessler (2008, p. 95), “How to Align HR Strategy and Actions with Business Strategy”. Conclusions: We found that EWES Stålfjäder AB need to clarify their corporate strategies throughout the whole organisation. This will help them to identify and implement HR strategies that are in line with them. Working in this manner, we believe it will help EWES to conceptualize and execute accurate changes the organisation needs to accomplish their corporate strategies. Furthermore, we found that most of EWES’ HR practices become more like add-ons than strategic activities that are aligned with their corporate strategies.

Employer branding has become an increasingly popular subject among practitioners. In order to gain competitive advantage it is claimed that companies should hold the best employees. However, in this thesis it is argued that the purposes of employer branding and HRM are strikingly alike, since they both aim to attract and retain employees. Earlier research lacks to explain how companies work with employer branding. Therefore, it is reasonable to wonder how employer branding is practiced and whether employer branding contributes something of value to the company, especially to HRM. Thus, the purpose of this study is to investigate whether employer branding contributes to HRM regarding attraction and retention of employees. A qualitative case study was conduced and the findings show that employer branding can contribute to HRM by: (1) giving HRM incentives to approach the whole spectra of employees; potential, current as well as former employees, (2) facilitating the maintenance of the corporate culture and (3) enabling a way for HRM to take a strategic approach.

Facing ecological credit shortage, eco-awareness all over the world, entrepreneurs should make ¡§greening¡¨ the crucial mission, and take its development as a competitive advantage. Briefly, entrepreneurs have to behalf as corporate citizens and work on social responsibility. Connecting the environment protection with business profit increases the value of stockholders and creates the value of stakeholders as well. This research focus on how the practice of greening creates business sustainable value, the effects from executives¡¦ attitude and leadership style on business greening and how the human resource department participate greening. Case study method was using in this research. By taking with 7 entrepreneurs remarkable in greening, after analysis, there are 7 issues found in this study. 1.Four business greening strategies: there are energy saving and carbon emission reduction strategy, innovative strategy, stakeholders response strategy and blue ocean strategy to create business sustainable value. 2.The executives¡¦environmental attitudes have the positive effects on business greening strategy and sustainable value. 3.The leadership style of CEO effects business sustainable value. 4.Under the strategy of energy saving and carbon emission reduction, the policies of human resource are encouraging all employees take part and building the mechanism of employees participate, combining with rewarding system. These give the positive effects on business sustainable value. 5.Under the strategy of innovation, human resource policies are emphasizing on recruitment and training, creating an innovative atmosphere in organization and inspiring innovation by team work. These give the positive effects on business sustainable value. 6.Under the stakeholder response strategy, human resource policies are stressing on fairness, building up a tight relationship between employers and employees and setting up bi-directional communication. These give the positive effects on business sustainable value. 7.Under the blue ocean strategy, human resource policies should emphasize on investing critical technological talents and obtaining. These give the positive effects on business sustainable value.

Securities Investment Trust industry had matured which reached to an intensive competition market in recent years. In any case, the high turnover rate of fund manager suggests that how company establishes its organizational ability now facing a serious issue, and it eventually cuts the overall growth of company. Therefore, if company¡¦s human resources management system can be matched with its own organizational culture, it should help the company retain talents; to develop better organizational innovative capability which leads to more outstanding performance. In this research, we focused on four particular companies which known for its specialty in securities investment trust by processing case study method. From these cases, we found there are strong relationships between organizational culture, strategic human resource management and performance on organizational innovation. Organizational culture presents the core value of organization which is the central idea for corporation operation as well. It becomes the principles for recruitment and assessment of human resource. That is to say, culture affects human resource management activities. Human resources management activities play an important role on human capital accumulation which can direct link to performance of innovation, especially on service innovation. Our research suggested that technical innovation or product innovation will be affected by other factors, such as company¡¦s resources and industrial properties. As a result, the strategy of human resources management has partially influence on both product innovation and technological innovation.

Human resource strategy and practices are effective ways to sustain organizational competitive advantage under the concept of strategic human resource management. It was proved that human resource strategy and business strategy have causal relationship. However, we need to explore the relationships among industry environment, business strategy and human resource in corporations of Taiwan. Using literature review and case studies, this research targeted six firms, which were sampled purposely, to conduct an in-depth interview to explore the relationships among human resource strategy, business strategy, and industry life-cycle. And the results showed below: 1.Business strategy is influenced by industry life-cycle stage and industry category. 2.Different business strategic will result in different human resource strategies and practices, that is, the principle of ¡§fitness¡¨. 3.Operation of human resource management will output multi-changes and combinations, due to cross influences of multi-factors.

Organizational downsizing has been a popular business strategy widely used by enterprises all over the world since the 80¡¦s. Unfortunately, according to the findings of many investigations and researches, the results of downsizing are both positive and negative. Not only the improvements of firms¡¦ performance can¡¦t be ensured, it also brings the devastated consequences to employees. They eventually create chaos to the employees¡¦ families and to the entire society. In order to solve this important issue of the societies, this research reviewed the relative literatures across different research fields, such as organization change, strategy and strategic human resource management field. It found that firm¡¦s dynamic strategy capability and strategic human resource management practices, asserted by strategy and strategic human resource management field as the essential mechanisms for ensuring firm¡¦s competitive advantage, are the two key interventional variables between downsizing strategies and post-downsizing firm performance. Therefore, 110 MNCs and local Taiwanese companies were chosen as the samples to empirically prove the relationships among these variables. The insights and findings in this research may contribute to the theory development in organization change, strategy and strategic human resource management field and to the managerial practice as well.