Author(s):
Marques, Maria Amélia 
Date: 2012
Origin: Repositório Comum
Document details
The way organizational models shape human resource management practices and the...
Description
The main aim of this study was to analyse the way organizational models shape human resource management practices in firms linked to technology-intensive sectors. We used multiple-case study methodology. Four firms we chosen for the case study. The methodology included the use of a series of data collecting techniques, namely: interviews with HRM directors, questionnaires to workers, documental analysis and observation. Our main findings were, first, that the sector of activity, understood in societal terms, emerges as an important factor of isomorphism between the firms. This isomorphism is due to the necessity of firms to comply with the Quality Management requirements and the demands of clients. Second, the firms that have adopted the “lean” model have similar HRM systems and similar conceptualizations of human capital. Both firms have codifying HRM models and both conceptualize their human capital as having low value and singularity. Third, the perception of access to information and the perception of job enrichment are the two factors that differentiate employees' perceptions about work. These factors are, however, shaped by team-work. Team work seems to be responsible for a higher perception of access to information and to supportive leadership. The perception of job enrichment is correlated to the perception of an innovative culture.
The main aim of this study was to analyse the way organizational models shape human resource management practices in firms linked to technology-intensive sectors. We used multiple-case study methodology. Four firms we chosen for the case study. The methodology included the use of a series of data collecting techniques, namely: interviews with HRM directors, questionnaires to workers, documental analysis and observation. Our main findings were, first, that the sector of activity, understood in societal terms, emerges as an important factor of isomorphism between the firms. This isomorphism is due to the necessity of firms to comply with the Quality Management requirements and the demands of clients. Second, the firms that have adopted the “lean” model have similar HRM systems and similar conceptualizations of human capital. Both firms have codifying HRM models and both conceptualize their human capital as having low value and singularity. Third, the perception of access to information and the perception of job enrichment are the two factors that differentiate employees' perceptions about work. These factors are, however, shaped by team-work. Team work seems to be responsible for a higher perception of access to information and to supportive leadership. The perception of job enrichment is correlated to the perception of an innovative culture.
Document Type
Part of book or chapter of book
Language English
Language English
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