As quatro faces de RH: analisando a performance da gestão de Recursos Humanos em empresas no Brasil

Abstract

os direitos, inclusive de tradução, são reservados. É permitido citar parte de artigos sem autorização prévia desde que seja identificada a fonte. As Quatro Faces de RH: Analisando a Performance da Gestão de Recursos Humanos em Empresas no Brasil RAC, Curitiba, v. 14, n. 4, art. 2, pp. 594-614, Jul./Ago. 2010 www.anpad.org.br/rac 595 RESUMO Este artigo tem como objetivo analisar o desempenho do RH em empresas brasileiras, a partir do modelo das Quatro Faces da GRH, proposto por Tanure, Evans e Pucik (2007): o executor, o construtor, o parceiro de mudança e o navegador. Para tal, foram utilizados dados secundários de uma survey com 172 presidentes das 500 maiores empresas no Brasil; e se analisaram os resultados de um estudo de caso, realizado em uma empresa financeira -Brasilprev. Os dados do estudo de caso foram coletados por meio de 14 entrevistas individuais, de três grupos focais com 15 colaboradores de diversos níveis hierárquicos, e de 68 questionários. Os resultados da survey com os presidentes indicaram que o RH é considerado predominantemente executor em empresas de capital nacional; para as de capital multinacional, predomina o RH construtor e o parceiro de mudança. Os resultados do estudo de caso indicam que, na percepção dos colaboradores da Brasilprev, o RH está caminhando para a face de parceiro de mudança. Entretanto as práticas de RH adotadas pela empresa, apesar de serem de última geração e modernas, não estão articuladas entre si e não apresentam consistência interna e externa. Podese concluir que, para empresas brasileiras, o RH executor ainda prevalece, apesar da utilização de modernas práticas de gestão de recursos humanos. Palavras-chave: gestão de pessoas; gestão de recursos humanos; gestão estratégica de pessoas; as quatro faces de RH. ABSTRACT This paper aims to analyze Brazilian companies' Human Resource Management [HRM] performance. We used the Four Faces of the HRM model developed by Tanure, Evans and Pucik (2007) as a framework. The four faces are: executor, constructor, change partner and navigator. To achieve our goal, we discussed the result of a survey with 172 presidents of the 500 biggest companies in Brazil. We also analyzed a case study of a finance company -Brasilprev. The data was collected during 14 interviews, from three focal groups with 15 collaborators from all the hierarchical levels and 68 questionnaires. The results of the presidents' survey showed that the HRM is mainly considered as an executor in Brazilian capital companies. The constructor and the change partner faces prevail in multinational capital companies. According to the case study results, the HRM of Brasilprev is moving to the change partner face. Nevertheless, even if a company's HR practices are modern and sophisticated, they do not present internal or external consistency. Therefore, we can conclude that the executor face still prevails in Brazilian companies, although modern HRM practices are utilized.

Miners, politics and institutional caryatids: Accounting for the transfer of HRM practices in the Brazilian multinational enterprise

“…In a recent review of the available evidence, Thite (2015;105) further suggests that HRM would appear to be "the weakest link" in Brazilian MNEs, which he attributes to their lack of experience as global players. This is widely seen to have led Brazilian companies to import US-styled HRM policies (Chu & Wood, 2008: 986), especially in respect of career development and performance management systems (Tanure et al, 2010). Such 'US practices' are diffused through the foundation of Brazilian business schools based on American models of management education (Fischer, 1984), the resourcing of the expertise of US-based consultancy firms and the influence exerted by the presence of American subsidiaries in Brazil (Chu & Wood, 2008;Tanure et al, 2010).…”

“…It is also characterized by weak formal institutions and by "negative complementarities". This has prompted many of its MNEs to develop company-specific organizational practices (Khanna & Palepu, 2006) by drawing upon 'foreign' best practices that are then transferred to their overseas subsidiaries (Fleury, Fleury & Borini, 2013;Tanure, Evans & Cançado, 2010).…”

Collective Competencies and Strategic People Management: A Study Carried Out in Federal Public Organizations

“…And although theoretically this aspect seems clear to the interviewees, the organizations also need to adapt themselves to the legal requirements imposed by the government, for they skip stages considered essential to the composition of the adopted model. Thus, the strategic component seems to be compromised in the three organizations analyzed, in which the HR executive profile is prevalent, as proposed by Tanure, Evans and Cançado (2010), according to whom modern policies and practices are used without alignment with the strategy of the organization. Nevertheless, the organizations seem to be on the way to remedy this gap by gradually increasing the articulation of their practices with their respective institutional planning.…”

Strategic human resource management and corporate social responsibility: Evidence from Emerging Markets

“…According to Tanure, Evans, and Cançado (2010), in many Brazilian companies the human resources department is focused on operational and bureaucratic activities. They fail to demonstrate the benefits of a strategic interaction to the organization.…”