Contemporary Trends in Brazilian Human Resource Management Studies over the Last Decade (2001–2010)

Souza, Carla Patricia da Silva; Róglio, Karina De Deá; Renwick, Douglas; Takahashi, Adriana Roseli Wünsch

doi:10.5539/ibr.v7n8p29

Cited by 2 publications

(1 citation statement)

References 82 publications

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“…The study of Brazilian companies’ HR managers is relevant because research has shown that a large proportion of Brazilian companies are out of step with theoretical trends in HR management, and that their HR departments are unable to fulfill their role of supporting organizational strategies (Bosquetti and Albuquerque, 2005; Coda et al , 2005; Lacombe and Tonelli, 2001; Souza et al , 2014; Tanure et al , 2010; Wood et al , 2011).…”

Section: Introductionmentioning

confidence: 99%

HR managers’ decision-making processes: a “reflective practice” analysis

Walger¹,

Róglio

Abib

2016

MRR

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Purpose Human resources (HR) department managers play an important role in the processes of defining and implementing organizational strategies. From this perspective, decisions made by HR managers directly influence organizations’ competitiveness. There is a gap in the literature related to decision-making processes by these managers, particularly with respect to the subjective elements involved in them. This paper’s aim is to analyze HR managers’ strategic decision-making processes from the perspective of reflective practice. Design/methodology/approach A qualitative study was conducted based on an analysis of five HR department managers’ strategic decision-making processes. Findings The results indicate that reflection-in-action is one possibility for narrowing the gap between action and reflection in management practice, as this could contribute to improving strategic decisions; HR managers’ decisions are delimited by internal and external organizational issues; and these decisions involve intensive information sharing. Research limitations/implications The results of this research contribute to extend the existing knowledge on reflection, one of the subjective elements that influences decision-making processes, and which has been identified as a subject in need of research by several authors (Eisenhardt and Zbaracki, 1992; Hambrick, 2007; Langley et al., 1995; Nutt, 2010). Practical implications A better understanding of HR managers’ decision-making processes, particularly in the Brazilian context, which other organizations can use as examples of alternative choices for HR departments strategic management. For managers, reflection-in-action facilitates an effective decision-making process, increases self-knowledge, contributes to the processes of individual and organizational learning and improves managers’ global overview of their organizations. Originality/value These results represent a development in understanding one of the subjective elements of HR department managers’ decision-making processes – reflection – and should help to improve the results of strategic decisions by these managers and by managers of other organizational departments.

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