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1 Revisão Bibliográfica da Pesquisa Delphi RH 2010 Relação geral de Artigos por Área Temática Bárbara Beatriz Freitag Leilianne Trindade Maira Silva Sumário 1 Tendências em RH................................................2 2 Aprendizagem Organizacional....................................15 3 Gestão da Diversidade..........................................20 4 Gestão das Gerações............................................25 5 Gestão de Talentos.............................................27 6 Gestão Estratégica de RH.......................................30 7 Gestão Internacional de RH.....................................38 8 Modalidades de Trabalho Flexível...............................46 9 Responsabilidade Social e Ambiental............................50

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Reviso Bibliogrfica da Pesquisa Delphi RH 2010Relao geral de Artigos por rea Temtica

Brbara Beatriz Freitag Leilianne Trindade Maira Silva

Sumrio

1Tendncias em RH................................................................................................2 2Aprendizagem Organizacional............................................................................15 3Gesto da Diversidade.......................................................................................20 4Gesto das Geraes..........................................................................................25 5Gesto de Talentos.............................................................................................27 6Gesto Estratgica de RH...................................................................................30 7Gesto Internacional de RH................................................................................38 8Modalidades de Trabalho Flexvel......................................................................46 9Responsabilidade Social e Ambiental.................................................................50

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Tendncias em RH

Alexis A Fink. (2010). New Trends in Human Capital Research and Analytics. People and Strategy. New York: 2010. Vol. 33, Iss. 2; p. 14. Abstract: Analytics is the engine of business intelligence and BI is a prerequisite for sustainable performance. Although analytics have been in use in production, marketing and finance for many years, HR has successfully avoided it. That evasive action will block HR from ever being a strategic partner with a seat at the C-level table. Industrial/Organizational (I/O) Psychology has a long history of driving organizational success through effective use of analytics. Recently, organizations have been stretching the bounds of traditional HR and traditional I/O psychology and expanding their analytics in new and intriguing ways. The authors explored new and current trends in research and analytics in three ways: 1. a review of relevant recent literature, including the practitioner literature, academic literature and popular press, 2. interviews with practitioners in a variety of organizations, representing a variety of industries, and 3. interviews with a set of thought leaders in the area of human capital analytics and research. ALMER, E. D. AICPA Work/Life and Women's Initiatives 2004 Research: A Decade of Changes in the Accounting Profession. Issues in Accounting Education. v. 22, n. 1. 2007. Abstract: Since 1993, the AICPA Work/Life and Women's Initiatives Executive Committee has conducted longitudinal research to track trends in the accounting profession related to human resources policies and progress in women's advancement, leadership development, and work/life effectiveness. The current phase of this research included surveying three groups in late 2003 and early 2004: (1) managing partners and partners of public accounting firms; (2) professionals in public accounting; and (3) accounting professionals in business and industry. Prior surveys of public accounting firms and the professionals they employ were conducted in 1993, 1997, and 1999. The first survey of accounting professionals in business and industry was con- ducted in 1999. BARRETO, L. M. T. S., et al. Gesto de Pessoas: Projetando Desafios e Tendncias para 2015. In: Encontro da Diviso de Estudos Organizacionais da ANPAD, 6, 2010, Florianpolis. Anais... Florianpolis: EnEO, 2010. Resumo: O presente estudo teve como objetivo identificar os principais desafios e tendncias em gesto de pessoas para o ano de 2015, levando em considerao as opinies de gestores com relao ao ambiente de sua empresa. Este estudo integra uma pesquisa mais ampla sobre tendncias da gesto de pessoas no Brasil. Uma reviso posterior da literatura indicou diversos desafios do ambiente e diversas polticas e prticas de gesto de pessoas que a academia vem demonstrando como respostas ao contexto que os gestores enfrentaram nos prximos anos. Na opinio dos respondentes, os principais desafios demogrficos so a entrada da gerao Y no mercado de trabalho, e a forma como a gesto de pessoas ter que integr-la dentro de suas empresas. Questes relacionadas baixa qualificao da fora de trabalho tambm se mostraram uma preocupao dos gestores com relao do futuro da organizao. J com relao s tendncias econmicas os gestores que responderam pesquisa mostram confiar em uma dinamizao dos negcios fruto da continuidade do crescimento econmico brasileiro e com a presena destacada do pas no cenrio mundial. Ainda, para a amostra abordada, a demanda por comprometimento e engajamento das pessoas ao negcio de suas empresas ser o maior desafio para a rea de gesto de pessoas nos prximos cinco anos, com destaque tambm para a demanda e reconhecimento do profissional de RH como parceiro estratgico e para a forma como a tecnologia mudar os processos, a comunicao e auxiliar na flexibilizao do trabalho nos prximos anos. Como tendncias da sociedade os respondentes esperam que haja uma expectativa cada vez maior para o equilbrio entre vida pessoal e trabalho, sendo esse o maior desafio para a gesto de pessoas em sua opinio. Outras questes ligadas s relaes de trabalho e responsabilidade social sero tendncias e desafios secundrios para o RH das empresas, segundo as respostas apresentadas. Para esse cenrio as polticas e prticas vistas como mais relevantes no futuro so a educao, treinamento e qualificao da fora de trabalho, a avaliao de resultados em gesto de pessoas e gesto das estratgias de negcio e de recursos humanos so as polticas e prticas mais relevantes para os respondentes, seguida da gesto e reteno de talentos e da gesto do conhecimento e da aprendizagem organizacional. Apesar das limitaes impostas pela amostra proposital, espera-se contribuir com a rea de administrao, especialmente com a gesto de pessoas, por meio do levantamento bibliogrfico realizado e do seu confronto com a realidade organizacional brasileira, levantada por meio da viso dos profissionais abordados. importante ressaltar tambm que a pesquisa exploratria permite vislumbrar futuros estudos, com mtodos diferenciados, inclusive qualitativos, que contribuam para a ampliao da viso sobre os assuntos estudados e apresentados neste artigo. BARUCH, Y. Career development in organizations and beyond: Balancing traditional and contemporary viewpoints. Human Resource Management Review. v. 16, p. 125138. 2006. Abstract: The changing nature of work has resulted in major transition in the shape of careers and their management within and outside organizations. Scholars, though, tend to suggest that the changes are overwhelming and colossal, whereas in reality much has remained stable. In this paper, I bring a balanced view of the management of careers in organizations and beyond. This paper takes into account recent developments in the nature of the business environment, and at the same time acknowledges that much of the basics in career development theory and practice is still valid for Western societies.

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BERNTHAL, P.; WELLINS, R. Trends in Leader Development and Succession. Human Resource Planning. v. 29, n. 2. 2006. Abstract: This article summarizes key findings from a global benchmarking study of more than 4,500 leaders from over 900 organizations. Those key findings include a review of the qualities that affect leader success and failure. The article also evaluates the most frequently used leader development practices in terms of their impact on the individual as well as on organizational performance. The final section examines the use of succession management systems, their most important qualities, and their impact on the organization. Recommendations for change and implications of the study are discussed. In the past decade, organizations have encountered more and more evidence that leadership and human capital can make a real difference in organizational performance. Belief in the power of leadership has reached new heights, and it is now time for organizations to propel belief into reality. CARDON, M. S.; STEVENS, C. E. Managing human resources in small organizations: What do we know? Human Resource Management Review. v. 14, p. 295323. 2004. Abstract: While much of our knowledge concerning traditional HR topics (e.g., recruiting, compensation, or performance management) in large firms may also apply in small or emerging organizations, evidence suggests that new ventures are different and that management of people within them may not clearly map to management within larger, more established organizations. This paper reviews extant research on managing people within small and emerging ventures and highlights additional questions that have not yet been addressed. Our review suggests that as scholars, our understanding of the HR issues important to small and emerging firms is limited. While we have begun to understand how these firms should hire, reward, and perhaps even motivate their employees, we lack much of the theory and data necessary to understand how small and emerging firms train their employees, manage their performance, promote or handle organizational change, or respond to potential labor relations and union organization issues. The existing literature presents an often-confounded relationship between size and age, between the issues important to small firms and the issues important to young ones. Given the potential early HR decisions have to impact the organizations downstream success, it is important that we understand how these functional areas of HR (as well as their integration and evolution) affect small and emerging firms, and how the HR decisions made during the formative stages of firm development impact the firms long-term goals. CLAES, R.; HEYMANS, M. HR professionals views on work motivation and retention of older workers: a focus group study. Career Development International. v. 13, n. 2, p. 95-111. 2008. Abstract: Purpose This paper aims to explore the views of human resource (HR) professionals on work motivation and retention of older workers. Furthermore, it seeks to generate qualitative data to inspire measures for future survey research. Design/methodology/approach The study adopts a qualitative approach, using focus groups. A total of 15 participants were purposefully selected from different organisational settings (e.g. private and public organisations, various sectors, various organisational sizes, HR departments and HR consultants) and from different areas of HR practice (e.g. recruitment, selection, training, evaluation, diversity management, industrial relations). Several procedures are applied to carry out a rigorous qualitative analysis (i.e. interview guide, video recording and field notes, prompt transcripts, double coding, direct quotes and rich data slices when presenting findings). Findings The paper reveals that focus groups generate rich interaction and their content analysis results in five topics: definition of older workers, diversity amongst older workers, work motivation of older workers, retention policy and practices, and contexts of work motivation and organization retention policy/practices. Practical implications The paper provides preliminary advice to HR professionals as to which practices aim at retention of older workers, based on insights in theories on work motivation. COHN, Aaron. Commitment before and after: an evaluation and reconceptualization of organizational commitment. Human Resource Management Review, v. 17, n. 3, p. 336-354. 2007. Abstract: A review of the organizational commitment literature has pointed out several advantages as well as some limitations of the approach advanced by Meyer and Allen (Meyer, P.J. and Allen, J.N. (1997). Commitment in the workplace: Theory, research, and application. Thousand Oaks, CA: Sage.). The advantages include good psychometric properties of the current scales, acceptable discriminant validity of the three dimensions, and research findings that showed the usefulness and acceptable content validity of the three-dimensional approach. Some of the limitations are limited predictive validity, conceptual ambiguity of continuance commitment, and concept redundancy between normative and affective commitment. This paper suggests a conceptualization that builds upon the strengths of the current approaches and minimizes their limitations. The proposed theory contends that organizational commitment is two-dimensional. One dimension is instrumental in nature and the second is affective. In addition, a sharp difference needs to be made between commitment propensity that develops before one's entry into the organization and commitment attitudes that develop after one's entry into the organization. The advantages of the suggested theory and its implications for the understanding of organizational commitment and future research on it are discussed. CONNELLY, C. E.; GALLAGHER, D. G. Independent and dependent contracting: Meaning and implications. Human Resource Management Review. v. 16, p. 95106. 2006. Abstract: In the context of the changing nature of work and the continuing growth of contingent employment contracts, this article examines the consequences associated with various forms of individually-negotiated, fixed-term contracts. This article first draws a distinction between what can be labeled as independent contracting arrangements, where the workers are autonomous and mobile, and other situations where contractors are more dependent on their clients. This investigation then provides an overview of the consequences associated with the employment of independent and dependent contractors. Based on a review of the existing research literature, the article examines the prescribed and realized benefits of individual

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contracting from the perspectives of the organization, the permanent employees, and the contractors themselves. Finally, the article concludes with some suggestions for human resource management (HRM) practice as well as areas in need of future research attention. CULLEN, J.; TURNBULL, S. A Meta-Review of the Management Development Literature. Human Resource Development Review. v. 4, n. 3, p. 335-355. 2005. Abstract: An appraisal of recent reviews of the literature on management development demonstrates the existence of a number of perspectives on the topic, and this lack of a uniform approach has contributed to confusion about the subject. This article examines a series of recent and existing literature reviews on the topic of management development. It reviews existing and current syntheses of the management development literature and typological models of management development. The aim of the article is to critically analyze these reviews, with the intention of providing an overview of what has been written about management development during the past 25 years. The article unearths core issues and trends that have emerged in the various "literatures" and provides a synthesis of the concepts and paradigms that emerge from these research literatures. The metareview concludes by proposing a framework/model, within which contributions to the literature on management development can be placed. DEADRICK, Diana L.; GIBSON, Pamela A. Revisiting the research-practice gap in HR: a longitudinal analysis. Human Resource Management Review, v. 19, n. 2, p. 144-153. 2009. Abstract: Over 6300 articles published in 4 HR-focused journals over a 30-year period of time (19762005) were content analyzed according to 14 topic areas. The purpose of the study was to examine changes that have taken place over a 30-year timeframe. Specifically, what HR issues dominate the field during the past and the present? And to what extent has the HR researchpractice gap narrowed or widened over time? The results indicate that HR Development and Staffing were dominant HR issues throughout the past 30 years. In addition, some HR topics demonstrated a stable researchpractice gap (Motivationrelated issues), and other topics were characterized by an increasing gap (Compensation & rewards), a decreasing gap (Employee/Labor relations), or no significant gap (HR Developments, Staffing). These findings are discussed in the context of key human capital trends. DELARUE, A.; HOOTEGEM, G. V.; PROCTER, S. BURRIDGE, M. Team working and organizational performance: A review of survey-based research. International Journal of Management Reviews. v. 10, n. 2, p. 127-148. 2008. Abstract: This paper presents a review of recent survey-based research looking at the contribution of teamwork to organizational performance. In particular, it focuses on empirical studies in which both teamwork and performance are directly measured in a quantitative way. The paper begins by identifying four interrelated dimensions of teamwork effectiveness: attitudinal, behavioral, operational and financial. The first two represent transmission mechanisms by which organizational performance can be improved. The latter two provide direct measures of organizational outcomes. The review shows that team working has a positive impact on all four dimensions of performance. It also reveals that, when teamwork is combined with structural change, performance can be further enhanced. The paper concludes by highlighting some important research gaps that future studies could address. DULEBOHN, James H.; WERLING, Stephen E. Compensation research past, present and future. Human Resource Management Review, v. 17, n. 2, p. 191-207. 2007. Abstract: Past compensation research has largely reflected organizational characteristics and personnel practices that had an internal rather than an external focus. Internal labor markets typically characterized organizations following WWII up until the 1980s. Consequently compensation research focused on issues related to managing compensation in this type of structure that emphasized areas such as internal equity, job evaluation, and individual reactions to pay. Recent changes in the environment have resulted in a greater role of external factors, such as external labor markets, market pricing, and external competitiveness, on compensation practice. While practitioners today have more of an external focus in compensation system design, present compensation research has not kept pace. In the following paper we argue there is a need to redirect future compensation research to include a consideration of external factors. DULEBOHN, James H.; MOLLOY, Janice C.; PICHLER, Shaun M.; BURRAY, Brian. Employee benefits: literature review and emerging issues. Human Resource Management Review, v. 19, n. 2, p. 86-103. 2009. Abstract: Many have noted the lack of human resource management research on employee benefits, which is surprising because employer-sponsored benefits are a primary concern of executives and employees alike. Moreover, of special interest to scholars, benefits provide a unique opportunity to examine fundamental theoretical and empirical questions about employee behavior and contemporary employment relationships. This paper provides a foundation for such research by providing an overview of the context from which U.S. employer-provided benefit programs evolved and the contemporary state of benefits research in human resource management. Propositions related to primary employee benefit research are provided. EGRI, C. P.; RALSTON, D. A. Corporate responsibility: A review of international management research from 1998 to 2007. Journal of International Management, v. 14, p. 319339. 2008. Abstract: Our review of corporate responsibility (CR) research in International Management journals during the past decade identified 321 articles of interest. We categorized and bibliographically referenced these articles to provide a foundation for future research in this arena. Our categorization scheme consisted of categorizing articles into one of the four major CR themes: corporate social responsibility, environmental responsibility, ethics, and governance. We also categorized according to

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orientation (theoretical and empirical), and empirical studies were further categorized according to methodology and internationalization (countries included in the study). We provide a detailed analysis of the prevalence of CR research in International Management journals, the prominence of the major CR themes, the degree of emphasis placed on empirical versus theoretical research, and the breath of international coverage in these articles. ELVIRA, M. M.; DAVILA, A. Emergent directions for human resource management research in Latin America. Human Resource Management. v. 16, n. 12, p. 22652282. 2005. Abstract: Research in this special issue converges around important HRM challenges that will shape the direction of academic research in the future. We argue that the nature of these challenges, such as balancing global and local HRM approaches, focusing on people while aiming at performance and, in general, managing in a hybrid cultural and economic system, requires reframing strategic HR in terms of social contract theories. Such theories consider multiple stakeholders and focus research on the employment relationship as unit of analysis, which fits well with the pre-eminence of person-centred management over merely profit-centred goals. We propose theoretically anchored research to guide strategic HRM practices, taking into account Latin Americas culture-specific humanistic approach and its labour market institutions. FERNANDES, M. E. R.; CARVALHO NETO, A. M. Gesto dos Mltiplos Vnculos Contratuais nas Grandes Empresas Brasileiras. Revista de Administrao de Empresas, v. 45, p. 48-59. 2005. Resumo: Este artigo analisa como os executivos das maiores empresas brasileiras esto lidando com a fora de trabalho flexvel, ao comparar a evoluo do tratamento conferido aos trabalhadores do quadro efetivo das empresas com o tratamento conferido aos terceirizados. A pesquisa quantitativa realizada com 513 presidentes, diretores e altos executivos de 179 empresas sugere uma evoluo das prticas de gesto de pessoas em geral e um aumento da distncia no tratamento conferido aos terceirizados em relao aos empregados, em aspectos fundamentais da gesto de pessoas, como recompensa monetria por metas atingidas, comprometimento com os resultados, autonomia e compartilhamento do aprendizado. Tambm h evidncias da tendncia de ampliao da contratao de terceirizados. Conclui-se que as maiores empresas brasileiras se encontram ainda despreparadas para lidar com a complexidade advinda da proliferao da contratao de profissionais com mltiplos tipos de vnculos contratuais. FIUZA, G. D., et al. Polticas de Gesto de Pessoas: Cenrio dos Estudos Publicados nos Peridicos da rea de Administrao. In: Encontro Nacional da ANPAD, 34, 2010, Rio de Janeiro. Anais... Rio de Janeiro: EnANPAD, 2010. Resumo: Os principais autores da rea de Gesto de Pessoas (GP), como Guest (1987), Legge (1995), Armstrong (2006), Boxall, Purcell e Wright (2007) concordam que as pessoas assumiram papel estratgico e relevante nas organizaes. Destarte, a GP no deve ter papel tradicional de suporte, mas, sim, constituir competncia essencial organizacional, uma vez que os recursos humanos so responsveis pela produo de conhecimento, constituindo uma fonte de vantagem competitiva, devendo ser valorizados e desenvolvidos atravs de polticas de GP. Assim, este estudo enseja desenhar um panorama dos estudos sobre Polticas de Gesto de Pessoas, apresentando os resultados de uma reviso bibliogrfica que abrange snteses da produo internacional e dos estudos empricos engendrados em nvel nacional nos peridicos da rea de administrao nos ltimos cinco anos, ou seja, no perodo compreendido entre 2004 e 2008, haja vista que o presente estudo foi realizado no segundo semestre de 2009. A anlise desta reviso bibliogrfica permitiu o delineamento de uma agenda de pesquisa. Foram considerados os peridicos cientficos de nvel superior (maior igual a Qualis B2) da rea de Administrao. Definidas as fontes de coleta de informaes, estipularam-se quais informaes relevantes deveriam ser extradas dos artigos, num total de 6: nome do peridico, ano de publicao, enquadramento do estudo, natureza do estudo, instituies de origem dos autores dos estudos e, por fim, assuntos mais estudados dentro do tema polticas de GP. Foram encontrados 30 artigos. Dos peridicos pesquisados, a Revista Eletrnica de Administrao (REAd) foi a campe de publicaes sobre o tema. Quanto ao ano de publicao, observou-se um pico de produo em 2005, seguido de uma reduo metade em 2006 e 2007 e nova acelerao de produo em 2008. Quanto ao enquadramento dos trabalhos, houve larga predominncia de estudos terico-empricos em relao aos ensaios tericos. Em relao natureza dos estudos, grande parte foi qualitativa. A maioria dos autores dos estudos da Universidade de Braslia. Quanto aos assuntos mais estudados dentro do tema, a maior parte focou a poltica de Treinamento, Desenvolvimento & Educao (T,D&E). Os resultados engendrados de fato apontaram a relevncia estratgica para as organizaes dos estudos sobre polticas de gesto de pessoas, no obstante destacou-se a premncia de se realizar mais estudos sobre o tema, uma vez que algumas polticas ainda so bem pouco investigadas como as de envolvimento, recrutamento e seleo, avaliao de desempenho e competncias, e remunerao. O esforo em se construir e validar medidas da percepo de polticas de GP tambm parco, fazendo-se necessrio. Em sntese, sugere-se relacionar as polticas e prticas de GP a outras variveis do comportamento organizacional e combinar diferentes perspectivas metodolgicas para analisar com maior propriedade seus efeitos no bem-estar dos colaboradores e nos resultados organizacionais.

FRANK, F. D.; FINNEGAN, R. P.; TAYLOR, C. R. The Race for Talent: Retaining and Engaging Workers in the 21st Century. Human Resource Planning. v. 27, n. 3. 2004. Abstract: As the 21st Century unfolds, major changes are beginning to occur in today's workplace. A growing awareness of unavoidable demographics is creating a greater urgency for HR professionals everywhere to focus more attention and energy on retaining talented employees and keeping them actively engaged in their work. New strategies are emerging that go well beyond traditional solutions, holding much promise in the effort to keep and engage well-performing employees. Employee retention is king. And employee engagement is not far behind. CEOs of the nation's fastest growing companies overwhelmingly cite retention of key workers as the most critical factor to plan for in the next year ahead. Similarly, the number one priority on the HR agenda is still to attract and retain key talent. Or, said differently, among all the factors that could influence the effectiveness of organizations in the future, the foremost driver is talent.

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FRANK, F. D.; TAYLOR, C. R. Talent Management: Trends that Will Shape the Future. Human Resource Planning. v. 27, n. 1. 2004. Abstract: Talent management practices have developed and adapted throughout the years in response to many changes in the workplace, from the industrial revolution and the rise of labor unions, to affirmative action, globalization, and outsourcing, to name just a few. The 1990s ended with a call-to-arms to fight "the war for talent." While the war for talent clearly has cooled in the early stages of the 21st century, dampened by economic doldrums and concerns with global security, the real battle to attract, develop, motivate, and retain talent is going to heat up considerably. A looming demographic time bomb will make talent management a top priority for organizations. This article covers a number of the trends that have shaped our current practices as well as those that will contribute to future strategies. FRIEDMAN, M. Globalization Implications for Human Resource Management Roles. Employ Respons Rights J . v. 19, p. 157171. 2007. Abstract: Globalization influences organizations that compete for customers with high expectations for performance, quality, and cost. Globalization also exerts pressure on the Human Resource Management (HRM) function to adapt to changing organizational needs and add greater value. This paper first reviews global trends, HRM roles, and the implications of globalization and culture for HRM. Using Ulrichs (Human resource champions: The new agenda for adding value and delivering results. Boston: Harvard Business School Press, 1997) HRM model and Hofstedes (Cultures consequences: Comparing values, behaviors, institutions and organizations across nations (2nd edition). Sage: Thousand Oaks, CA, 2001, Academy of Management Executive 7:8194, 1993, Organizational Dynamics 9:4263, 1980) model of national cultural differences, it is argued that knowledge of global business trends, cultural sensitivity, business knowledge, understanding local employment practices, technical skills, and innovation are increasingly important, especially in Multinational Corporations (MNC). HEATON, N.; ACKAH, C. Changing HR careers: implications for management education. Journal of Management Development. v. 26, n. 10, p. 951-961. 2007. Abstract: Purpose The human resource (HR) function is experiencing considerable change with pressure to demonstrate added value and a trend to outsourcing. This paper aims to examine the early careers and career development of HR professionals in this time of change, and to consider the development implications for employers, the individuals themselves and providers of management education. Design/methodology/approach Data were collected from participants on a postgraduate programme in human resource management (HRM) at a regional university in the UK. Findings The participants displayed characteristics of the protean career including both frequency of job moves and moves between management functional areas before they were in a position to acquire a professional qualification to take their career to another level. HERNEZ-BROOME, G.; HUGHES, R. L. Leadership Development: Past, Present, and Future. Human Resource Planning. v, 27, n. 1. 2004. Abstract: This article reviews notable trends in the leadership development field. In the past two decades, such trends included the proliferation of new leadership development methods and a growing recognition of the importance of a leader's emotional resonance with others. A growing recognition that leadership development involves more than just developing individual leaders has now led to a greater focus on the context in which leadership is developed, thoughtful consideration about how to best use leadership competencies, and work/life balance issues. Future trends include exciting potential advances in globalization, technology, return on investment (ROI), and new ways of thinking about the nature of leadership and leadership development. HERTEL, G.; GEISTER, S.; KONRADT, U. Managing virtual teams: A review of current empirical research. Human Resource Management Review. v. 15, p. 6995. 2005. Abstract: This review summarizes empirical research on the management of virtual teams, i.e., distributed work teams whose members predominantly communicate and coordinate their work via electronic media (e-mail, telephone, video-conference, etc.). Instead of considering virtual teams as qualitatively distinct from conventional teams, the degree of bvirtualityQ of teams is understood as a dimensional attribute. This review is guided by a lifecycle model in which five phases are distinguished in the management of teams with high virtuality: Preparation, launch, performance management, team development, and disbanding. The main focus of the review is on quantitative research with existing virtual teams in organizational contexts. However, experimental research and case studies are considered when no field studies are available. The major research results are summarized for human resource management tasks within these phases, and recommendations for practitioners are derived. HOOBLER, J. M.; JOHNSON, N. B. An analysis of current human resource management publications. Personnel Review. v. 33. n. 6, p. 665-676. 2004. Abstract: Human resource articles published in the top human resource management (HRM) journals from 1994 through 2001 are analyzed by topic, research technique, level of analysis, and data source. The results are aggregated and summarized to address the current state of affairs in human resource management research. Moreover, these data are used to examine what is not being addressed in the field at the current time. Results point to a lack of focus on methods, diversity, and technology, and the decline of the once-popular absenteeism and turnover streams of research. Also lacking is variance in research methodologies, with empirical analyses, specifically regression, being the most frequently employed methodology. The article concludes with suggestions for future HRM research.

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JACK, S.; HYMAN, J.; OSBORNE, F. Small entrepreneurial ventures culture, change and the impact on HRM: A critical review. Human Resource Management Review. v. 16, p. 456466. 2006. Abstract: Effective management of people is increasingly recognized in the literature as a vital contributor to organizational performance and indeed survival. Nevertheless, studies of the dynamics of human resource management in small entrepreneurial ventures are relatively sparse. In this paper we draw upon a range of behaviorally-informed research publications to demonstrate that a culture of owner-influenced individualism and informality pervades these ventures, affecting prime human resource issues such as performance related practices, training and development, worklife balance and other critical dimensions of employee welfare. A preference for informality and an absence of strategy to inform owneremployee relations sits uneasily alongside growing political pressures toward codification of the management of employees in small entrepreneurial ventures. The response to these pressures may have significant implications both for relationships with employees and for organizational performance. JOHNSON, J. Flexible working: changing the managers role. Management Decision. v. 42, n. 6, p. 721-737. 2004. Abstract: There are no guarantees of anything in life except death and taxation and so in the meantime organisations must respond to the dynamic changes thrust upon them in order to ensure a means of survival and continuity. The last century saw many changes in work itself and the practice of work. The trend continues into this century where it is almost impossible to visualise how one will be working and in what areas. Yet one needs to have a vision of the future organisation and the future worker in order to begin to manage the necessary structural, technological and psychological changes involved. This paper explores aspects of the changing nature of work and some of the strategies organisations are using to help manage a more demanding (for leisure time and shorter/flexible working hours) worker. It will also examine the changing role of line managers as they attempt to manage the atypical worker and solicit their commitment. Implications and conclusions will highlight the challenges faced by organisations and their workers. KAKABADSE, A.; KAKABADSE, N. Outsourcing: Current and Future Trends. Thunderbird International Business Review. v. 47, n. 2, p. 183204. 2005. Abstract: Highlighted are two reasons for outsourcing: cost and focus on the core competencies of the enterprise. Surveying U.S., U.K., and Continental Europe companies concerning current and future outsourcing trends positions outsourcing as a prominent strategic lever. Achieving best-of-breed practice is predicted to occur through new technology. Also, human resources and IT outsourcing will become more prominent. The results strongly indicate that partnership alliances and performance-driven contracts will become as important as the current preferred, trusted supplier relationship. Keiretsulike, horizontal linkages will be required to realize scale and competency advantages from future outsourcing arrangements. KOOIJ, D.; LANGE, A.; JANSEN, P.; DIKKERS, J. Older workers motivation to continue to work: five meanings of age. Journal of Managerial Psychology. v. 23, n. 4, p. 364-394. 2008. Abstract: Purpose Little is known about the motivation for older workers to work and to remain active in the labor market. Research on age and motivation is limited and, moreover, conceptually diverse. This paper aims to address age-related factors that influence the work motivation of older workers. More specifically, it seeks to examine how various conceptualizations of the age factor affect the direction and termination of the motivation to continue to work of older workers. Design/methodology/approach A literature review of age-related factors and motivation to continue to work is the approach taken in the paper. Findings Results from 24 empirical and nine conceptual studies indicate that most age-related factors can have a negative impact on the motivation to continue to work of older people. These findings suggest that age-related factors are important in understanding older workers motivation to continue to work and that further research is needed to more fully understand the underlying processes that govern how these age-related factors influence the motivation to continue to work. Practical implications Age-related factors identified in this study, such as declining health and career plateaus, should be addressed by HRM policies. HRM practices that could motivate older workers to continue to work include ergonomic adjustments and continuous career development. LAMBERT, S. J. Passing the buck: Labor flexibility practices that transfer risk onto hourly workers. Human Resources, v. 61, n. 9, p. 12031227. 2008. Abstract: The goal of this article is to increase knowledge about the ways that front-line managers use scheduling practices to implement labor flexibility in low-skill, hourly jobs. Data come from a comparative study of 88 non-production jobs in 22 work sites in four industries (hospitality, retail, transportation, and financial services). The focus is on scheduling practices in part-time and full-time standard jobs that allow front-line managers to vary the number of hours employees work each week, the distribution of employees hours across a week, and the number of employees scheduled for any hours week-to week. The findings provide insight into the daily accountability requirements that press front-line managers to make quick adjustments to work schedules and the specific scheduling practices that enable them to do so. The discussion considers the extent to which these scheduling practices, like other labor flexibility practices, are implemented in ways that protect some workers from instability at the expense of others.

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LATHAM, G. P.; ERNST, C. T. Keys to motivating tomorrow's workforce. Human Resource Management Review. v.16, p. 181198. 2006. Abstract: Work motivation is a set of energetic forces that originate within as well as beyond an individual's being. It is a psychological process resulting from the reciprocal interaction between the individual and the environment that affects a person's choices, effort, and persistence. The purpose of this chapter is to peer inside the door to what might or should be the motivational sources of tomorrow's workforce. To discover the key for opening this door, the history of research and theory on work motivation in the 20th century is reviewed in order to identify principles that are likely to be timeless. Second, the current status of research and theory at the dawn of the present millennium is examined. Third, and on that basis, predictions are made regarding the design of organizations in the 21st century; predictions are made on ways to motivate the employees who will work in them. LAUTSCH, B. A.; SCULLY, M. A. Restructuring time: Implications of work-hours reductions for the working class. Human Relations, v. 60, n. 5, p. 719743. 2007 Abstract: This article examines the implications for working-class employees of reducing work hours, specifically when overtime is curtailed in hourly jobs. Much of the literature on work/life balance recommends a reduction in hours for professional employees. We find that the income from overtime hours solves a host of work/family problems for working-class employees, ranging from the basic need to make ends meet to the more hidden strains of caring for extended families and dealing with divorce, illness, and addiction. Efforts to reduce hours will be met with resistance not relief. Our depiction of working-class concerns helps the work/family literature to move beyond a focus on professionals and to tackle tough trade-offs regarding livelihood and quality of life. LENGNICK-HALL, Mark L.; LENGNICK-HALL, Cynthia A.; ANDRADE, Leticia S.; DRAKE, Brian. Strategic human resource management: the evolution of the field. Human Resource Management Review, v. 19, n. 2, p. 64-85. 2009. Abstract: This review takes an evolutionary and chronological perspective on the development of strategic human resource management (SHRM) literature. We divide this body of work into seven themes that reflect the directions and trends researchers have taken over approximately thirty years of research. During this time the field took shape, developed rich conceptual foundations, and matured into a domain that has substantial influence on research activities in HR and related management disciplines. We trace how the field has evolved to its current state, articulate many of the major findings and contributions, and discuss how we believe it will evolve in the future. This approach contributes to the field of SHRM by synthesizing work in this domain and by highlighting areas of research focus that have received perhaps enough attention, as well as areas of research focus that, while promising, have remained largely unexamined. LEPAK, D. P.; SHAW. J. D. Strategic HRM in North America: looking to the future. The International Journal of Human Resource Management, v. 19, n. 8, p. 14861499. 2008. Abstract: Strategic human resources management (HRM) remains one of the most popular and rapidly growing areas of HRM research. In this article, we undertake a selective review of the strategic HRM literature with a particular emphasis on research from the North American context. After outlining the research landscape and areas of consensus and disagreement, we discuss several emerging issues that effective HRM systems must contend with in the future, including technological fluidity, workforce demographic changes and shifting worker values. With an eye toward future research opportunities, we also discuss the broadening of performance outcomes in strategic HRM research and highlight the importance of effectively managing HRM systems for multiple employee groups. LEWIS, R. E.; HECKMAN, R. J. Talent management: A critical review. Human Resource Management Review. v. 16, p. 139 154. 2006. Abstract: If the volume of literature in the popular and practitioner press is any guide, practitioners in the field of human resources are now primarily in the business of talent management. But what is talent management and what basis does it have in scientific principles of human resources and management? In this paper we address this question by reviewing problems with the definition of talent management and the lack of data supporting many practitioner claims. We then outline research that supports a systems oriented definition of talent management that focuses on the strategic management of talent. We then outline future avenues of research to further develop the field of talent management and tie it more closely to the large volume of work in strategic human resources management. LOPES, T. P. Career Development of Foreign-Born Workers: Where is the Career Motivation Research? Human Resource Development Review. v. 5, n. 4, p.478-493. 2006. Abstract: Immigrants and/or foreign-born workers are entering the American workforce at an increasing rate. Career motivation for these new entrants requires research attention. As this literature review shows, researchers have virtually ignored the expanding immigrant and/or foreign-born worker population. Career motivation differences among international and domestic workers may exist only in the theoretical realm. The relationship between culture and motivation, principally dealing with individualism-collectivism sheds some light on possible differences. Historically, cross-cultural adaptability research has not addressed career motivation. An argument and justification for cross-cultural studies in career motivation is made in this literature review.

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MABEY, C. Management Development in Europe: Implications for Research and Practice. Advances in Developing Human Resources. v. 6, n. 4, p. 504-513. 2004. Abstract: The problem and the solution. Studies tracking the performance impact of progressive human resource management (HRM) practices have invariably included management training as a key element. By definition, such research explains much about the collective impact of HRM practices but does not allow us to assess the specific contribution of management training and development practices. Furthermore, the field is dominated by studies conducted in the United States. Here, the key messages emerging from the current study of management training and development in a European context are summarized. In so doing, implications for future research and professional practice are outlined. MACDERMID, S. M.; WITTENBORN, A. K. Lessons From WorkLife Research for Developing Human Resources. Advances in Developing Human Resources. v. 9, n. 4, p. 556-568. 2007. Abstract: The problem and the solution. Human resource development (HRD) and work/life share several goals. Both are concerned with ensuring workers are effective and with the business case justifying their efforts within organizations. This article develops insights for HRD professionals by drawing on articles identified in the international competition for the Rosabeth Moss Kanter Award for Excellence in WorkFamily Research. Specifically, work hours and work overload as well as gender and gender inequity are powerful influences on worker effectiveness. Several exemplary articles also generate important information for the business case for work/life. This article provides access to resources that can support HRD efforts in organizations. MACKAVEY, M. G. Practicing Ethics in Hr: Where's the Action? Journal of American Academy of Business. v. 9, n. 2. 2006. Sem resumo. MARTIN, A.; ERNST, C. Leadership, learning and human resource management: Exploring leadership in times oh paradox and complexity. Corporate Governance. v. 5, n. 3, p. 82-94. 2005. Abstract: Increasingly, organizations are faced with complex challenges stemming from integrating societal change into business. These challenges create new demands for leadership. The paper identifies these leadership demands and possible courses of development. Based on an exploratory, multi-method program of research at the Center for Creative Leadership, this paper reports on cross-national data from 157 practicing managers to uncover the patterns that exist between the societal context, organizations, and the changing nature of leadership. Specifically, the paper addresses the following questions: 1. What skills do individual leaders need to be successful in the future? 2. How is leadership at the organizational level different today, and what will it look like in the future? 3. Are there differences between the US and non-US populations in their view of organizational leadership? 4. What is the current capacity of organizations to accomplish leadership? Results demonstrate a shift in the practice of leadership from more traditional, individual approaches to more innovative, collaborative approaches. Further, the comparison of non-US with US data shows that non-US populations expect more innovative leadership approaches/philosophies in the future. The implications for research are discussed in terms of expanding the definition of leadership, while implications for practice are framed within the context of emerging approaches to leadership development. MAYRHOFER, W.; MEYER, M.; IELLATCHITCH, A.; SCHIFFINGER, M. Careers and human resource managementa European perspective. Human Resource Management Review. v. 14, p. 473498. 2004. Abstract: Although many of the principal milestones of current career research are of U.S. origin, the influence of European contributions slowly grows. Drastic changes of careers and career contexts surfacing in the early 1990s have renewed the interest in career issues. In addition, new concepts such as the boundaryless career propelled the European career discourse and triggered career studies in Europe. Despite the difficulty to give a comprehensive picture because of the differences within Europe and the many possible measures of comparison, this paper identifies three major characteristics of European career research and practice: (1) Substantial heterogeneity in terms of career practice; (2) The use of theoretical concepts usually coming from social sciences in career research; (3) The emphasis on social structures in conceptualizing influencing factors of career. After identifying and explaining these characteristics, the paper discusses their implications for human resource management research and practice. MCGUIRE, D.; CSEH, M. The development of the field of HRD: a Delphi study. Journal of European Industrial Training. v. 30, n. 8, p. 653-667. 2006. Abstract: Purpose The study explored the views of leading human resource development (HRD) academics regarding five main issues: the disciplinary bases of HRD, the historical milestones in HRD, the constituent components of HRD, the leading contributions in terms of journal articles and books to the development of HRD and the future of HRD. Design/methodology/approach A Delphi methodology was adopted. The views of editorial board members of the four main HRD journals (Human Resource Development Quarterly, Human Resource Development International, Advances in Developing Human Resources, Human Resource Development Review) and of the Board of Directors of the Academy of Human Resource Development were sought. Findings Adult learning, systems theory and psychology were identified as the disciplinary bases of HRD. Works by Knowles, Nadler and McLagan were viewed as the leading contributions to the field. Adjusting to changes in work patterns and how work is organized was identified as a key trend influencing the field. Issues of professionalization and balancing the needs of employees, organizations and society were identified as the key challenges facing the field.

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MCLEAN, L. D. Organizational Culture's Influence on Creativity and Innovation: A Review of the literature and Implications for Human Resource Development. Advances in Developing Human Resources. v. 7, n. 2, p. 226-246. 2005. Abstract: The majority of the literature on creativity has focused on the individual, yet the social environment can influence both the level and frequency of creative behavior. This article reviews the literature for factors related to organizational culture and climate that act as supports and impediments to organizational creativity and innovation. The work of Amabile, Kanter, Van de Ven, Angle, and others is reviewed and synthesized to provide an integrative understanding of the existing literature. Implications for human resource development research and practice are discussed. MORLEY, M. J. Contemporary debates in European human resource management: Context and content. Human Resource Management Review. v. 14, p. 353364. 2004. Abstract: Presented as an overarching contribution and designed to introduce the subsequent papers in this issue of Human Resource Management Review, this paper summarily outlines the context for human resource management in Europe. Following a brief outline of demographic and social patterns in Europe, it notes the human resource requirements and consequences that arise from the Lisbon Protocol. The paper then seeks to communicate a flavor of the diversity and innovation that characterizes contemporary human resource research and thinking in Europe through introducing the seven contributions in this issue which deal with inter alia: the contours of human resource management in Europe; the development of a normative economic theory of human resource management; the articulation of a multi-level framework for understanding workfamily conflict; the experience of female expatriate managers in Europe; the development of an architecture of organizational-led learning; and the advancement of a European perspective on careers. MORLEY, M. J.; COLLINGS, D. G. Contemporary debates and new directions in HRM in MNCs: introduction. International Journal of Manpower. v. 25, n. 6, p. 487-499. 2004. Abstract: This paper focuses on the debates about globalization - its nature and impact - and the significance of multinational companies in the global economy. Introduces the special issue of the International Journal of Manpower, based on selected papers presented at the 7th Conference on International Human Resource Management hosted by the University of Limerick in June 2003, which focused on the issue of HRM and its transferability in such corporations. The MNC is viewed as the vehicle by which dominant HR policies and practices are transported across national boundaries and the papers shed light on the likelihood of, and limits, to this transfer. In order to contextualise the debate, the paper begins by outlining the extent to which human resource management remains a key issue for multinational corporations and, in advance of introducing the five papers in this special issue, summarily charts some of the key research trends emerging in the literature on international human resource management (IHRM). MORRIS, J. The future of work: organizational and international perspectives. The International Journal of Human Resource Management, v. 15, n. 2, p. 263275. 2004. Abstract: This paper provides a background context for the further symposium contributions in this issue. It argues that any debate on changes in the workplace must be rooted in specific organizational contexts. The contexts are being altered by changes in technology (telecommunications and information) and heightened competitive pressures brought about by internationalization. However, this does not necessarily mean that traditional forms of work (particularly mass production) have been eradicated. Rather, they have been increasingly dispersed to less-developed economies (LDCs) and newly industrialized economies (NIEs). This process is again set within an organizational context, as multinational corporations have been at the core of such spatial restructuring. Moreover, information technology has been facilitative of such changes. Finally, the paper notes that much of the empirical data, particularly large-scale macrodata, does not point to the transformational change that is described and predicted in some of the more polemic accounts of the future of work. Rather, more incremental changes are indicated. Indeed, a more measured approach to accounts of change is called for, based on rigorous and robust empirical research. MULVANEY, R. R. H.; ZWAHR, M.; BARANOWSKI, L. The trend toward accountability: What does it mean for HR managers? Human Resource Management Review. v. 16, p. 431442. 2006. Abstract: The purpose of this paper is to provide an overview of the accountability trend and what this trend means for HR managers. We begin by defining performance measurement and its relationship to performance management and evaluation. We then discuss the legislative incentives behind federal performance measurement, such as the Government Performance and Results Act (GPRA), that are designed to improve the effectiveness, efficiency, and accountability of taxpayer funded programs and how these initiatives affect HR programs. Following this, we review the implications for HR professionals and the fundamental concepts of performance measurement, including common performance measurement methodologies. Finally, we conclude by highlighting the challenges of implementing a performance management system, as well as lessons learned from agencies who have implemented performance measurement or management systems in the past. NIKANDROU, I.; APOSPORI, E.; PAPALEXANDRIS, N. Changes in HRM in Europe: A longitudinal comparative study among 18 European countries. Journal of European Industrial Training. v. 29, n. 7, p. 541-560. 2005. Abstract: The purpose of this study is to examine HRM strategies and practices and HRM position within organizations in various cultural, economic and sociopolitical contexts from a longitudinal perspective. The study uses the 1995 and 1999 Cranet data in a longitudinal methodological framework to explore the changes and trends in 18 European countries with regard to certain HRM issues between the points of time when measurements took place. Country is the unit of analysis, and cluster analysis is used for each of the two waves of data to classify countries into relatively homogenous groups/clusters. The overall picture is that the 18 countries form two major clusters. Countries in Europe can be systematically clustered in a North/West-

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South/East distinction, regarding HRM practices. There is no indication of convergence between the major clusters. However, movement from one cluster to another was observed, with Italy and East Germany moving to the North-western cluster. The level of analysis, which is HR practices at a national and regional level, is a methodological limitation of the present study. NISHII, L. H.; ZBILGIN. M. F. Global diversity management: towards a conceptual framework. The International Journal of Human Resource Management, v. 18, n. 11, p. 18831894. 2007. No tem resumo OLIVEIRA, P. M.; MURITIBA, S. N.; FRANA, A. C. L. Avaliar Resultados em Gesto de Pessoas? Estado da Arte desta Prtica nas Empresas. In: Anais do XXIX ENANPAD. Braslia: ANPAD, 2005. Resumo: Demonstrar e avaliar os resultados de Gesto de Pessoas uma prtica complexa e que se mostra um imperativo para a Gesto de Pessoas, que vem passando por uma transformao constante, e nem sempre atingida. Faz-se necessrio analisar, dentre acadmicos e profissionais, estudos acerca de sua possibilidade e das dificuldades envolvidas para sua aplicao. Este trabalho analisou o estado da arte da Avaliao de Resultados de Gesto de Pessoas, objetivando levantar e analisar os desafios para sua prtica nas organizaes. Isso se justifica pela possibilidade de que, identificados e analisados, tais desafios possam ser transpostos. Foram elaboradas variveis de investigao atravs da literatura existente. Em seguida, elas formaram a estrutura de um levantamento quantitativo com 162 profissionais de Recursos Humanos, com o apoio da ABTD Associao Brasileira de Treinamento e Desenvolvimento. O estudo demonstra que esta ainda uma prtica insipiente nas organizaes, especialmente quando se trata de relacionar a Gesto de Pessoas aos objetivos estratgicos da empresa uma evoluo que j constatada na teoria. A prtica da avaliao passa pelos desafios da disseminao de um ferramental, da definio do que esperado em termos de resultados da Gesto de Pessoas, e da capacitao dos profissionais. PORTER, G. A "career" work ethic versus just a job. Journal of European Industrial Training. v. 29, n. 4, p. 336-352. 2005. Abstract: The purpose of this article is to provide current information on managers' expectations of their employees, toward structuring future research on amount of time and energy devoted to work. Qualitative data, acquired through focus groups and interviews, provide a sample of the perceptions of 57 managers in the mid-Atlantic region of the USA regarding employees' work ethic. The results are presented as descriptive information of interest in formulating future research. The traditional work ethic (hard work, responsibility, diligence) still dominates managers' expectations, and they believe many employees have lost the willingness to work now for later returns (that was a key component of the early Protestant work ethic in the USA). Many of the concerns these managers expressed parallel predictions by writers in social and economic history. ROEHLING, M. V.; BOSWELL, W. R.; CALIGIURI, P.; FELDMAN, D.; GRAHAM, M. E.; GUTHRIE, J. P.; MORISHIMA, M.; TANSKY, J. W. The future of HR management: Research needs and directions. Human Resource Management . v. 44, n. 2, p. 207216. 2005. Abstract: The contributors to this special issue provide unique perspectives and insights about the future of human resource management, and many of their ideas present opportunities for future research. Our intent is to focus on identifying and briefly discussing the key needs and directions suggested by these articles. The discussion is organized around four general themes: the HR function and its impact, the roles of HR professionals, the value of HR competencies, and the HR implications of globalization. RYNES, S. L. Where Do We Go From Here?: Imagining New Roles for Human Resources. Journal of Management Inquiry. v. 13, n. 3. 2004. Abstract: The author found herself in agreement with Dick Peterson's basic points that changes in the political, social, and economic environment since 1980 have created a different ethos in human resources (HR) practice and HR research and employees are at a greater disadvantage than they were 20 years ago. Despite these major points of agreement, there were 2 questions that the author had: 1. Did HR have any better options than to adopt the strategic approach? 2. Would employees be any better off today if they had declined to do so? Although the current environment is not very favorable to employee advocacy, trends in employee relations have a way of reversing themselves as economic and political conditions change. Moreover, changes in conditions are often brought about by the vigorous efforts of committed individuals who can se a better way of doing things. SARSUR, A. M.; BETAGLIA, W.; AMORIM, W. A. C.; SILVEIRA, M. Relaes de Trabalho onde no h Trabalho: uma proposta de discusso sobre a temtica sindical no contexto atual. In: XXIX ENANPAD. Anais... Braslia: ANPAD, 2005. Abstract: O presente trabalho trata dos aspectos contemporneos do sindicalismo no Brasil, analisando suas tendncias e perspectivas, e os indicadores de crise. Desenvolve uma reflexo ampla sobre o refluxo do sindicalismo, revendo a literatura crtica sobre o tema, e identificando as diversas abordagens e suas relaes. O sindicalismo brasileiro pressionado pelo elevado desemprego e baixo crescimento econmico, no conseguiu evitar a perda de seu poder regulatrio no mbito das relaes de trabalho. Adicionalmente, este enfraquecimento tambm inviabilizou sua interferncia no que se refere s polticas pblicas que implantaram as reformas econmicas. Especialmente do ponto de vista das tendncias, no h consenso sobre o futuro do sindicato, seu papel, atividades, prioridades e at mesmo sua existncia, frente s modificaes do contexto atual. Conclui-se que as dimenses das transformaes j ocorridas e aquelas em andamento no campo do trabalho tornar-se-o mais claras medida que se consolidem ao longo do tempo. No entanto, ao que parece, cabe ao movimento sindical rever sua insero no cenrio atual e, mais ainda, cabe aos estudiosos e profissionais de relaes de trabalho, especialmente, no mbito da Administrao, retomar mais enfaticamente as discusses em torno deste processo de mudana da ao sindical.

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SCHOLL, W.; KONIG, C.; MEYER, B.; HEISIG, P. The Future of Knowledge management: an international Delphi study. Journal of Knowledge Management, v.8, n. 2, p. 19-35. 2004. Abstract: The field of knowledge management (KM) is highly estimated in research and practice but at the same time relatively diffuse and scattered into diverging concepts, perspectives and disciplines. On that background, it was the aim of this delphi study to give more structure to the field of KM and to get an outlook on worthwhile developments for the next ten years. International experts of KM from natural/technical and social/business sciences as well as practicians of KM with a similar background were asked some basic questions onto the future of KM in two rounds. According to the experts, the future of knowledge management lies in a better integration into the common business processes, a concentration on the humanorganization-interface and a better match of IT-aspects to human factors whereas IT-aspects rank low on this agenda. There are no broadly agreed theoretical approaches though something can be gained from the related organizational learning field; in general much more interdisciplinary and empirical research is needed. There are also almost no broadly agreed practical approaches besides communities of practice. SHEN, J.; CHANDA, A.; DNETTO, B.; MONGA, M. Managing diversity through human resource management: an international perspective and conceptual framework. The International Journal of Human Resource Management, v. 20, n. 2, p. 235251. 2009. Abstract: This paper critically reviews the literature on managing diversity through human resource management (HRM). We discuss the major issues and objectives of managing diversity and examine the state of human resource diversity management practices in organizations. Our review shows that inequality and discrimination still widely exist and HRM has focused mainly on compliance with equal employment opportunity (EEO) and affirmative action (AA) legislation. Less attention has been paid to valuing, developing and making use of diversity. Our review reveals limited literature examining how diversity is managed in organizations through effective human resource management. We develop a framework that presents strategies for HR diversity management at the strategic, tactical and operational levels. Our review also discusses the implications for practice and further research. SHORE, Lynn M.; CHUNG-HERRERA, Beth G.; DEAN, Michelle A.; EHRHART, Karen Holcombe; JUNG, Don I.; RANDEL, Amy E.; SINGH, Gangaram. Diversity in organizations: where are we now and where are we going? Human Resource Management Review, v. 19, n. 2, p. 117-133. 2009. Abstract: A great deal of research has focused on workforce diversity. Despite an increasing number of studies, few consistent conclusions have yet to be reached about the antecedents and outcomes of diversity. Likewise, research on different dimensions of diversity (e.g., age, race, gender, sexual orientation, disability, and culture) has mostly evolved independently. Therefore, the purpose of this review is to examine each of these dimensions of diversity to describe common themes across dimensions and to develop an integrative model of diversity. SMALE, A. Global HRM integration: a knowledge transfer perspective. Personnel Review. v. 37, n. 2, p. 145-164. 2008. Abstract: Purpose The purpose of this paper is to review the literature on HRM in MNCs from a knowledge transfer perspective, to identify some of the key weaknesses in extant research and to outline a future research agenda. Design/methodology/approach In this paper key contributions to the literature on HRM in MNCs are reviewed and discussed in connection with the knowledge transfer literature. The review and discussion culminate in the presentation of an agenda for future research. Findings The paper finds that, by viewing global HRM integration in MNCs as a process of knowledge transfer, three weaknesses in the extant literature are identified: inadequate consideration of HRMs knowledge characteristics at different levels within the organisation the what; insufficient attention paid to the organisational mechanisms through which HRM is transferred the how; and a lack of rigour in assessing when HRM transfer can be viewed as successful the when. STEFANO, S. R.; NOGUEIRA, A. J. F. M. Tendncias do Trabalho Atpico no Brasil. In: XXX EnANPAD. Anais... Salvador: ANPAD, 2006. Resumo: O presente artigo visou identificar textos e indicadores relacionados s tendncias do trabalho atpico no Brasil sob os seguintes eixos temticos: os sentidos do trabalho, o desemprego no Brasil e no Mundo, a precarizao e as novas formas de trabalho, o trabalho formal e informal, o empreendedorismo e o cooperativismo. Esses temas foram discutidos sob uma perspectiva qualitativa de forma evolutiva e comparativa no perodo de 1990 a 2003 das taxas de desemprego de diversos pases e no Brasil de 2002 a 2005. Foi analisada a estrutura de ocupao no Brasil de 2001 a 2003, os dados do GEM compreenderam o perodo de 2001 a 2004 e a evoluo do nmero de cooperados e empregados de 1995 a 2005. Concluiu-se que a precarizao do trabalho cada vez mais expressiva no Brasil devido reestruturao produtiva, impondo mudanas de conceitos, mentalidade e formas de se pensar as relaes entre trabalho e emprego. Existem vrias alternativas para reduzir essas desigualdades sociais, atravs da gerao de mais postos de trabalho e renda para o conjunto da sociedade, possibilitando uma melhor qualidade de vida para todos. STEWART, J. The current state and status of HRD research. The Learning Organization. v. 12, n. 1, p. 90-95. 2005. Abstract: Establishes a connection between the concepts of "learning organisation" and "human resources development". A brief and broad overview of the current state of human research development research. One conclusion to be reached is that the subject is healthy. Another conclusion is that human resource development research is developing the potential to lead in fundamentally changing the nature of organisation, management and work. A final conclusion is that the concept of human resource development and that of the learning organisation have much in common. Provides possible links between the concepts of a learning organisation and human resource development.

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TANURE, B.; EVANS, P.; CANCADO, V. L. As quatro faces de RH: analisando a performance da gesto de Recursos Humanos em empresas no Brasil. Revista de Administrao Contempornea Online - RAC Online, v. 14, n. 4, 2010. 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 mudana e o navegador. Para tal, foram utilizados dados secundrios 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 trs grupos focais com 15 colaboradores de diversos nveis hierrquicos, e de 68 questionrios. Os resultados da survey com os presidentes indicaram que o RH considerado predominantemente executor em empresas de capital nacional; para as de capital multinacional, predomina o RH construtor e o parceiro de mudana. Os resultados do estudo de caso indicam que, na percepo dos colaboradores da BrasilPrev, o RH est caminhando para a face de parceiro de mudana. Entretanto as prticas de RH adotadas pela empresa, apesar de serem de ltima gerao e modernas, no esto articuladas entre si e no apresentam consistncia interna e externa. Pode-se concluir que, para empresas brasileiras, o RH executor ainda prevalece, apesar da utilizao de modernas prticas de gesto de recursos humanos.

Tissen, R. J., Lekanne Deprez, F., Burgers, R. G. B. M. & van Montfort, K. (2010). Change or hold: reexamining HRM to meet new challenges and demands: the future of people at work: a reflection on diverging human resource management policies and practices in Dutch organizations. The International Journal of Human Resource Management, 21(5), 637-652. doi:10.1080/09585191003658813 Abstract: As a consequence of continual change pressures on everyday organizations, a gradual but noticeable shift is taking place in the way managers and employees view the employment relationship. Expectation patterns between both parties are starting to diverge into what seems to be new forms of managing people, based on different assumptions regarding their importance in the (knowledge based) economy. Traditional differences in employment expectations between superiors and their subordinates, between higher and lesser educated and between intrinsically and extrinsically motivated employees, are currently making place for differences between younger and older knowledge workers and for diversity and professionalism. In this article, HRM is contrasted against two emerging approaches towards the management of people, which are currently subsets of HRM, but gaining momentum as potential replacements for HRM. First, we identify 'Transaction-based Management of People (TM)' in which the employment relationship mirrors that of a financially driven exchange relationship, similar to transaction economics. We refer to the second approach as 'Professional-based Management of People (PM)' in which the nature of the employment relationship reflects the recognition of people in organizations as 'true' professionals who know best what constitutes superior business performance. These approaches have been empirically examined by means of a representative survey among Dutch directors and managers. TOM, E. Human resources policies compared: What can the EU and the USA learn from each other? Journal of European Industrial Training. v. 29, n.5, p. 405-418. 2005. Abstract: To compare in a fruitful way the human resources (HR) policies that exist in the European Union (EU) and in the United States of America (USA). Nowadays, the world is evolving to a situation in which big economic spaces like Brazil, Russia, India, China, Japan, the EU and the USA are becoming dominant. Those spaces can learn from one another on how to guide their HR policies. The comparison between the EU and the USA is further justifiable because the EU seeks to become the world leader by 2010, and is facing a strong "neo-liberal" ideological trend. Having in mind the known theories on HR, the various types of welfare states that may underlie HR policies and also some basic questions regarding the practical organization of those policies are analyzed. The EU comprises five different types of welfare states, the USA one. Regarding specific aspects of HR policies, for example, the role of the Federal authority, redistribution, eligibility and policy priorities and the evaluation procedures, the USA has the edge over the EU. VOSBURGH, R. M.; RESORTS, M. The Evolution of HR: Developing HR as an Internal Consulting Organization. Human Resource Planning. v. 30, n. 3. 2007. Abstract: As the role and impact of the HR profession continue to evolve, we have reached a critical crossroad. Together and now, business leaders and HR professionals have the opportunity to understand the history that brings us to our current situation, to be informed by predictable trends, and to make the transformation necessary to result in organizational competitive advantage and HR functional viability. Over the last hundred years, the HR profession evolved dramatically, usually in response to external conditions. Unquestionably we are changing the issue in front of us is whether we will define that future or simply react to the changes that continue to occur in the economy and in our business models. WASTI, S. A.; POELL, R. F.; ACAR, N. D. Oceans and notions apart? An analysis of the US and European human resource development literature. The International Journal of Human Resource Management. v. 19, n. 12, p. 21552170. 2008. Abstract: A systematic content analysis of the human resource development (HRD) research articles published between 1990 and 2003 revealed notable differences in the underlying orientations and methodological approaches across the US and Europe. The US literature, in comparison to Europe, was observed to be more practice-oriented as reflected in a prescriptive and less critical approach to the study of human resource development (HRD). In terms of science orientation, the US literature was characterized to be more nomothetic and universalistic. While a subtle tendency towards becoming more prescriptive emerged in the US, over time the European literature had become less practice-oriented and more empiricist, although the latter trend did not reflect itself in the quantity but quality of quantitative research.

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WERNER, S.; WARD, S. G. Recent compensation research: An eclectic review. Human Resource Management Review. v. 14, p. 201227. 2004. Abstract: The purpose of this article is to review the literature of compensation and compensation-related issues within the field of management. After reviewing 6867 articles included in 20 top journals over the past 7 years, 396 articles were found to be within the compensation domain. These compensation-related articles were grouped into 12 categories. Upon synthesis of these articles, we analyze the linkages across these categories and suggest areas for future research. We conclude with some observations on the current state of compensation research. WRIGHT, C. Reinventing human resource management: Business partners, internal consultants and the limits to professionalization. Human Relations, v. 61, n. 8, p. 10631086. 2008 Abstract: The status of human resource management (HRM) and its standing as a managerial profession has been a recurring concern for practitioners over time. In recent years, a normative discourse has developed which asserts that the path to improved status for HR professionals involves reinvention of their role as business partners and internal consultants promoting enterprise competitiveness. This article examines how HR managers interpret this new role and whether the internalization of this model results in an increase in professional identity. The findings suggest that while many gain greater self-esteem and organizational status from the identity and role of business partner/internal consultant, this does not equate to a broader identity as a member of an HR profession. Two developments are central here. First, the focus on the business partner/ internal consultancy role has served to undermine any pretence to a unitary and cohesive occupational identity, as the bifurcation between routine transactional and strategic transformational activities encourages competition within the HR profession between different subgroupings. Second, this strategy of redefinition has reduced the entry barriers demarcating HR activities and facilitated the entry of new occupational groups and rival managerial specialisms. ZULA, K. J.; CHERMACK, T. J. Human Capital Planning: A Review of Literature and Implications for Human Resource Development. Human Resource Development Review. v. 6, n. 3, p. 245262. 2007. Abstract: The shift in the U.S. economy from a manufacturing powerhouse to a service driven economy has placed a great emphasis on human capital planning within organizations in order to remain competitive in a new global economy. The link between critical business strategy and the successful implementation of strategy has been well documented in the literature. This article examines the literature surrounding human capital, human capital planning, and the implications for human resource development (HRD). The results of the review and synthesis of the literature are provided, and the implications for HRD scholars and practitioners are reported in detail. The research reports an in-depth justification and rationale for the incorporation of human capital planning into practice and research to determine the impact on HRD interventions and organizational performance through the use of a model and process for human capital planning.

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2

Aprendizagem Organizacional

ALMEIDA, A. A. M.; FREITAS, J. A. S. B.; GONALVES, A. A. Processo de Aprendizagem Organizacional em Organizaes Privadas de Sade: Mito ou Realidade? Um Estudo de Caso em Trs Hospitais de Juiz de Fora. In: Encontro Nacional da ANPAD, 32, 2008, Rio de Janeiro. Anais... Rio de Janeiro: EnANPAD, 2008. Resumo: O artigo aponta que os dez fatores facilitadores da aprendizagem apontados pelo referencial terico no esto muito presentes nos hospitais pesquisados, o que demonstra pouca eficincia nesse ambiente dinmico. Por exemplo, o artigo destaca que nas organizaes estudadas no foi observado nenhum tipo de planejamento que defina qual a participao no mercado, desafios e responsabilidades de cada pessoa no ambiente empresarial, ou o fato de as chefias formarem grupos independentes dos demais, com a criao de suas prprias regras de convivncia e de execuo dos trabalhos. Essa estrutura hierrquica leva a problemas de comunicao. Outro fator, relacionado capacitao de empregados atravs de programas de treinamento, cursos e educao formal, percebido que as aes so muito mais voltadas para suprir uma m qualidade da mo-de-obra do que desenvolver novas competncias e agregar novos conhecimentos aos empregados. ANTONELLO, C. S.; GODOY, A. S. A encruzilhada da aprendizagem organizacional: uma viso multiparadigmtica. Revista de Administrao Contempornea Online - RAC Online, v. 14, n. 2, 2010. Resumo: A literatura sobre Aprendizagem Organizacional [AO] tem avanado no somente no volume de publicaes, mas apontando outras dimenses do tema. Envolve diversos campos tericos: psicolgicos, sociolgicos, culturais, histricos e metodolgicos, alm da gesto propriamente dita. Assim, pergunta-se: Quais questes e caractersticas bsicas fazem a AO peculiar e a separa de outros conceitos relacionados? Para responder a este questionamento so apresentadas as diversas perspectivas tericas que abordam AO, algumas questes e reflexes relacionadas s teorias, assim como definies e estudos desenvolvidos no campo. Utilizando-se uma anlise de inspirao multiparadigmtica, as contribuies identificadas foram agrupadas em cinco campos que apresentam alguns temas e questes recorrentes. Esta anlise aponta quatro questes (relacionadas ao nvel de anlise, resultados da aprendizagem, mudanas e processos de aprendizagem), que o conceito de AO deve superar para tornar-ser significativo. Visando superar estes desafios, sugere-se a adoo de uma perspectiva baseada em prticas. ANTONELLO, C. S.; GODOY, A. S. Uma agenda brasileira para os estudos em Aprendizagem Organizacional. Revista de Administrao de Empresas - RAE, v. 49, n. 3, 2009. Resumo: O presente artigo apresenta os resultados mais significativos obtidos em um estudo que teve como principal objetivo explorar os discursos formadores do campo de conhecimento da Aprendizagem Organizacional e que utilizou a metodologia denominada metatriangulao. A seleo das fontes de pesquisa procurou assegurar a cobertura dos peridicos nacionais e dos anais de congresso mais expressivos e consolidados, na rea de conhecimento de administrao, que abordaram este tema, no perodo de 2001-2005. A anlise dos resultados permitiu delinear uma agenda para os estudos em Aprendizagem Organizacional no Brasil.

BERNARD L. SIMONIN AND AYSEGUL OZSOMER. KNOWLEDGE PROCESSES AND LEARNING OUTCOMES IN MNCS: AN EMPIRICAL INVESTIGATION OF THE ROLE OF HRM PRACTICES IN FOREIGN SUBSIDIARIES. Human Resource Management, July-August 2009, Vol. 48, No. 4, Pp.505-530 Resumo: Os resultados da pesquisa apontam para a importante funo da orientao para aprendizagem e dos processos e mecanismos internos de aquisio e difuso de conhecimento de mercado, como responsveis pelo processo de aprendizagem entre as filiais das Organizaes Multinacionais. Bem como ficou tambm apontado que independente do grau de expatriados presentes em filiais e a ocorrncia de programas de treinamento terceirizados para os gestores locais, a orientao para aprendizagem recomendadas pelas prticas da gesto de pessoas, exerce efeito positivo sobre o processo de aprendizagem entre filias de multinacionais. Os resultados destacam a importncia de prticas de GRH orientadas para o aprendizado organizacional, necessitando intensificar os estudos com relao ao modo de melhor contabilizar tais relaes. Outro aspecto relevante diz respeito as prticas voltadas para formao gerencial orientada para o aprendizagem. Ou seja, transformar gerentes em treinadores, mentores, e facilitadores da aprendizagem. Do mesmo modo, a existncia de sistemas de recompensas que visem incentivar os funcionrios ao compartilhamento de seus conhecimentos individuais. As prticas de RH orientadas para o fomento, acompanhamento e difuso do aprendizado acarretam implicaes significativas. Inicialmente quanto ao papel do staff gerencial no mais restrito a figura enquanto tomador de decises, provedor de infra-estrutura, e agente criador e disseminador de conhecimento, mas tambm como incentivador de atitudes, crenas e expectativas com relao a aprendizagem em e a partir das filias. Outro aspecto relevante diz respeito a presena de expatriados em filiais, e sua influncia em disseminar conhecimento acumulado da filial de origem ,como de absorver conhecimento gerado localmente. De modo que a presena de expatriados em filiais contribui para dinamizao do fluxo de aprendizagem mais crtico.

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BIDO, D. S.; GODOY, S.; FERREIRA, J. F.; KENSKI, J. M.; SACARTEZINI, V. N. Examinando a Relao Entre Aprendizagem Individual, Grupal e Organizacional em uma Instituio Financeira. In: Encontro Nacional da ANPAD, 32, 2008, Rio de Janeiro. Anais... Rio de Janeiro: EnANPAD, 2008. Resumo: O artigo faz uso do instrumento de Chan (2003), com o uso e adaptao de trs escalas para medir os diferentes nveis de aprendizado. Como concluso foi apontada a validade do instrumento e o fato de que tanto a aprendizagem individual como a aprendizagem grupal se mostraram influenciadoras da aprendizagem organizacional na amostra estudada. BROCKBANK, W.; ULRICH, D. Higher knowledge for higher aspirations. Human Resource Management, v. 44, n. 4, p. 489 504. 2005. Resumo: O artigo demonstra a importncia sobre o conhecimento desses fatores externos para o negcio, e defende que os profissionais de RH devem estar atentos esses dados para serem capazes de contribuir estrategicamente com a empresa. *Obs: artigo deveria ser lido na ntegra, apesar dos dados serem de 2005. Cegarra-Navarro, J G ; Dewhurst, F. Linking organizational learning and customer capital through an ambidexterity context: an empirical investigation in SMEs. The International Journal of Human REsource Management, 18: 10, 2007 Resumo: As PME constituem menos de 250 empregados, com um volume de negcios anual que no excede de e 50 milhes, e um balano anual, balano total no superior a do e 43 milhes. O as empresas telecomunicaes e Optometria so tpicas das PME, que constituem um setor altamente dinmico e importante da atividade econmica na maioria dos pases desenvolvidos. Na indstria de optometria,foi usado uma lista de 220 PME prestado pelo Colgio Nacional de pticas e Optometristas (NCOO), enquanto que no setor das telecomunicaes foi utilizada uma lista de 665 PME fornecidos pela o banco de dados SABI2 como uma amostragem inicial. Todas estas empresas foram contatadas e convidada a participar do estudo e foram informados os objetivos. A primeira contribuio da pesquisa foi a questo dos modelos existentes que se relacionam entre aprendizagem organizacional e capital do cliente. A maioria dos estudos na rea da organizao aprendizagem enfatiza a necessidade de explorao de forma eficaz e processos de explorao sem levar em conta muito para seu alinhamento As organizaes com os mais altos nveis de capital dos clientes parecem ser capazes de explorar e explorar o conhecimento simultaneamente atravs de um contexto ambidestro. Estes resultados tm implicaes importantes para a teoria geral da aprendizagem organizacional. As empresas com mais freqncia convergem (exploraram) em vez de reorientar (exploram), devido uma variedade de razes como a inrcia organizacional. Os resultados desafiam essas vises tradicionais, como um contexto ambidestro um antecedente importante para melhorar relaes com os clientes. Assim, os gerentes precisam para promover um contexto ambidestro, incentivar o alinhamento do conhecimento e a explorao dentro da organizao, a fim construir relacionamentos eficazes. A segunda contribuio desta pesquisa deriva dos resultados do teste emprico do modelo. Embora a relao entre contexto ambidestro e desempenho organizacional tem sido pesquisado, a relao entre ambidestro e capital de clientes menor pesquisado. Os resultados indicam que a obteno de um contexto ambidestro, segundo o qual uma organizao, encoraja os indivduos a fazer suas prprias escolhas quanto forma como eles dividem seus tempo entre as atividades de explorao e explorao, possvel e se relaciona de forma positiva para capital do cliente. Os resultados tambm indicam uma relao positiva entre o setor contexto ambidestro. O setor de telecomunicaes surgiu para ser mais avanada no desenvolvimento de um contexto ambidestro, possivelmente explicada pelo fato de que o setor tem de enfrentar um ambiente altamente dinmico, forte concorrncia e rpidos avanos na tecnologia, mais do que no sector da oftalmologia. Verificou-se que apenas 12 das empresas de responder empregaram mais de 50 trabalhadores, com um volume de negcios anual superior a e 10 milhes de euros e tinha uma anuais balano total superior a 10 milhes. Conseqentemente, as empresas da amostra s devero ser consideradas re