Strategic HR? A study of the perceived role of HRM departments in Brazil and Peru

Coda, Roberto; Cesar, Ana Maria Roux Valentini Coelho; Bido, Diógenes de Souza; Louffat, Enrique

doi:10.1590/s1807-76922009000100003

Cited by 13 publications

(10 citation statements)

References 14 publications

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“…These are the crucial indicators which depict that, training and development facilities are not available in most of the garment industries. The result also violates the framework pronounced by Gibb (2001); Coda, Cesar, Bido, and Louffat (2009).…”

Section: Resultsmentioning

confidence: 72%

“…Buhler, 2002;Coda, Cesar, Bido & Louffat, (2009) The boundaries of the functions of HRM are ranging from recruitment and selection, job analysis and appraisal, to reward management, and health and safety, within the organization. Coda, Cesar, Bido & Louffat, (2009) The functions of HRM include resourcing and retention; compensation and rewards; training and development; performance appraisal; benefits and relations with employees.…”

Section: Conceptual Idea: Human Resource Management Practice and Funcmentioning

confidence: 99%

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Are the Functional Factors of Human Resource Management Subsisting in the Ready-Made Garments (RMG) of Bangladesh? Theory Conflicts with Reality

Sarker

Khaled

Kohinur

2016

IJBM

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The Ready-made Garments sector (RMG) of Bangladesh is really a flaring one. However it is a burning and varied tale. This study is designed to test whether the functional factors of HRM in garments sector is really exist or not. The study portrait that, most of the garments violate the proper human resource management practices contrast with theoretical framework. The study also suggest that the government as well as all the concerned authority should come forward with considerable efforts to ensure proper human resource management practices for smooth running and sustainable development in this sector which will result in overall economic development of Bangladesh.

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Section: Resultsmentioning

confidence: 72%

Section: Conceptual Idea: Human Resource Management Practice and Funcmentioning

confidence: 99%

Are the Functional Factors of Human Resource Management Subsisting in the Ready-Made Garments (RMG) of Bangladesh? Theory Conflicts with Reality

Sarker

Khaled

Kohinur

2016

IJBM

View full text Add to dashboard Cite

show abstract

“…(Smilansky, 1997;Buhler, 2002;Coda et al, 2009). Interestingly, the recruitment of qualified personnel and adequate training and development received the highest ranking, with remuneration being ranked eighth on the lists of roles.…”

Section: Presentation Of Resultsmentioning

confidence: 99%

“…The functions of HRM include resourcing and retention; compensation and rewards; training and development; performance appraisal; benefits and relations with employees (Coda, Cesar, Bido & Louffat, 2009). The execution of these functions is not the sole prerogative of management but also stretches to the line managers who actually implement the HR policies.…”

Section: Literature Reviewmentioning

confidence: 99%

Perceptions of the Human Resource Management Function among Professionals: A Ghanaian Study

Ofori

Sekyere-Abankwa²,

Borquaye³

2012

IJBM

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The purpose of the study was to determine the perceptions of the HR function among professionals in Ghanaian organizations. The study employed a survey methodology using both qualitative and quantitative methods in the analysis of data collected from three hundred (300) respondents. A perception index was developed to measure the respondents' perceived relevance of the HR function in their organizations. The results from the study revealed that respondents ranked the recruitment of qualified personnel; training and development; and the retention of qualified staff as the most important functions of HRM. It also revealed that the perceived relevance of the HR function is influenced by age, job position, being denied assistance, and being sidelined for recognition. This study offers valuable insights into the perceptions of Ghanaian professionals on the relevance of the HR function and its contribution to organizations.

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“…As such, HRM makes its conceptual and practical contribution when it seeks to promote a healthier life with legitimate results in terms of productivity, quality, development and sustainable competitiveness (França, 2008). To Coda, César, Bido, and Louffat (2009), strategic HRM proposals should encompass the analysis of factors such as organizational culture, alignment between organizational and human competencies, and employee commitment. It would be wise to add HRM policies to these factors, for they are capable of promoting greater employee well-being, thus fostering greater personal and professional achievement.…”

Section: Human Resources Management Policiesmentioning

confidence: 99%

Antecedents of Well-Being at Work: Trust and People Management Policies

Oliveira

Júnior

Poli

2020

RAM, Rev. Adm. Mackenzie

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Purpose: The aim of this study was to investigate the impact of people management policies and organization trust on well-being at work, the latter being defined as the predominance of positive emotions at work and the individual’s perception that, at work, he/she can express and develop his/her potential and, therefore, he/she progresses to achieving his life’s goals. Originality/value: The hypothesis underlying this research is that the work context presents itself as a privileged place for emotions and, fundamentally, for the realization and construction of personal happiness. The premise that the attainment of personal happiness is possible at work encourages people-management professionals to identify effective strategies for promoting well-being. Design/methodology/approach: The sample consisted of 212 workers from various organizations who answered to instruments with evidence of validity and reliability. The model was tested by structural equation modeling and the reliability coefficients of the scales tested using Cronbach’s alpha. Findings: The results showed that the adjustment of the model is only reasonable, although, depending on the adjustment indices, it can be accepted. The results are discussed in terms of the contributions of the study to the expansion of knowledge in the area of organizational behavior and its implications for managerial actions. It is also suggested to carry out other studies covering larger samples and different natures.

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Strategic HR? A study of the perceived role of HRM departments in Brazil and Peru

Cited by 13 publications

References 14 publications

Are the Functional Factors of Human Resource Management Subsisting in the Ready-Made Garments (RMG) of Bangladesh? Theory Conflicts with Reality

Are the Functional Factors of Human Resource Management Subsisting in the Ready-Made Garments (RMG) of Bangladesh? Theory Conflicts with Reality

Perceptions of the Human Resource Management Function among Professionals: A Ghanaian Study

Antecedents of Well-Being at Work: Trust and People Management Policies

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