Práticas estratégicas de gestão de pessoas, média gerência e clima organizacional

• Ano de defesa: 2017
• Autor(a) principal: Barankievicz, Vanusa Andrade
• Tipo de documento: Tese
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Positivo; Brasil; Pós-Graduação; Programa de Pós-Graduação em Administração; UP
• Palavras-chave em Português: Administração; Administração de Recursos Humanos; Cultura organizacional; Gerência institucional; CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO
• Link de acesso: https://repositorio.cruzeirodosul.edu.br/handle/123456789/1987

This research proposes a relationship between the formal human resources practices (HPWPs), organizational climate results and the influence of middle management level using these practices on their work routines. The field of study was the organizations that annually participate on “the best companies to work for in Brazil”. The data base used belongs to the year of 2015. This research was developed following the assumptions of the mixed methods mentioned by Creswell (2007), specifically using the framework of the sequential explanatory strategy. In the first phase of this research, we developed a quantitative study using 311 companies that belong to the data base “the best companies to work for in Brazil” in order to test the relationship between 4 constructs (HPWPs, Climate Results, Middle Management and High Management Support) and validate 5 hypotheses that were proposed on theoretical model. These hypotheses were tested using the precepts of Structural Equations Modeling (SEM) and Multigroup Analysis. The theoretical model was validated, the hypotheses tested, both jointly (SEM) and in the individual multi-group analyses. In the end, these tests suggested that the intended results for the raised hypotheses were not fully met. In order to understand the relationships not observed under the quantitative aspect, the second phase of this research was the accomplishment of a qualitative study in 4 organizations that belong to the quantitative sample. We realized 37 interviews distributed among the levels of Top Management, Middle Management and Human Resources, as well as we analyzed 4 documents, manuals of human resources management practices. Qualitative data were analyzed using the techniques recommended by discourse analysis as well organized by thematic maps. These qualitative analyses showed us that HPWPs are not the only predictors of organizational climate outcomes suggesting that there are quantitatively unobservable factors which may have influenced them, such as informal initiatives and human resources practices, commonly reconfigured by middle management. Reconfiguration, as well as the development or adoption of informal practices, seem to be strictly anchored in the Corporate Philosophy of Management (FCG) and the triggering of these processes are closely linked to the management style. The understanding was that the appropriation and formal practices that are used by the middle management go through an interpretive filter, so the action or result must have to make sense or even that the manager has to give meaning to it in order to validate it to the employees. On the other hand, corroborating with the quantitative results, it was possible to understand that the appropriation of specific formal human resources practices is related to the people decision-making process and the formal legitimization of the manager, both used to validate himself to the team as well to the top management. The results seem to indicate that leader-employee relationship is individual and this relation influences the perception of internal climate results. These relationships also indicate no interference on formal human resource practices, otherwise it is as if employees distinguish their relationship with leadership from the formal tools that organization provides to manage people. On the other hand, this study suggested no separation between them when employees answer a climate assessment.