Gestão de Recursos Humanos em pequenas empresas política, praticas e desafios das organizações de pequeno porte na cidade de Belo Horizonte

• Ano de defesa: 2012
• Autor(a) principal: Marina Portela de Lima Fernandes
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Federal de Minas Gerais; UFMG
• Palavras-chave em Português: Politicas e praticas de gestao; Pequenas empresas; P-CMM; Gestao de Recursos Humanos; Recursos humanos; Administração de pessoal; Pequenas e medias empresas Belo Horizonte (MG)
• Link de acesso: http://hdl.handle.net/1843/BUOS-8ZSLXV

This Stucly aims to evaluate and anelyze, in terms of formelization and Consistency, the human resources policies and practices adopted by Small ñrms, taking the People Capability Maturity Model (P­CMM) from Cunis, Heñey and Miller (2001) as a reference. TO meet this goal, E1 Study of multiple cases vvith a qualitative deseriptive approach was carried out involving Six Small ñrms located in the city of Belo Horizonte, The companies were qualiñed as Small due to the number of employees, according the SEBRAES (2006) elassiñcation. The criteria for ehoosing the Sample varied among ccessibility and availability. Using Semi Struetured interviews, which were formulated considering the P- CMM and the content analysis, the Study aimed to analyze the Strategy and humõn resources management conditions in the researched companies. The interviews also helped to identify in which P-CMM level the human resources management of the organizations Could bequaliñed, analyze their prevailing human resources policies ancl practices and recognize the challenges and difliculties these eompanies face to manage their personnel. The proposed items were amlyzed through the P­CMM levels. To organize lhe contem, 16 thematiccategories were formulated and Íhey approach the HR policies and practices. The results Show that three of the firms adopt more traditional humah resources practices, Such as recruiting and selecting, trainin and development and participõtive management, but these practices are Still inconsistent, which qualifies their human resources management level as "Initial"; tvvo companies adopt more Consistent practices, but they are not well aligned with the organizationS Strtegies, vvhích qualiñes them in the "lvlanaged" levei; and one ñrm adopts consistent practiees whieh are lignecl with cOmpa.nyS Strategy, which classifies it in the "DeñneCl" levei, lt could be perceived that there is Ceitein unpreparedness in somemanagers to deal with the human resources management in their Companies. It Was elso noted that it isnt the existence of em HR department that determines e higher evolution of the manzægement, In fact, this department is Sometimes unnecessaryi The Study poims outsome important fõctors So that the small ñnms em improve their ways to manage their people ancl, by doing that, they cem become more competitive.