Catarina Rocha

1.

Strategic Human Resources Management (HRM):

Integrated process of HRM

2.

Operationalization of HRM

3.

The global context of HRM

4.

Associates performance and development.

1. CORNELIUS, N. (2001). Human resource management: a

managerialperspective.London:ThomsonLearning.
2. DRENTH, P.J.D., THIERRY, H. & WOLFF, C. (EDS.) (1998).
Handbook of Work and Organizational Psychology (2 Edio).
Hove:PsychologyPress.
3. KOSSEK,E.E.&BLOCK,R.N.(2000).Managinghumanresources
inthe21stcentury.Ohio:South-WesternCollegePublishing.

Today's organizations operate in a highly dynamic,

complex and competitive environment. It is therefore
essentialthatthemanagersoftheseorganizationsknow
devise the most appropriate strategies in order to
respondeffectivelytothechallengesposedtothemand
soleadtheircompaniestosuccess.

It is only possible for any company to achieve success if it is

competitive.

Thecompanytobecompetitive,mustbeabletooffer,
inasustainableway,morevaluetotheircustomers.

Until the middle of the twentieth century: The competitive

environmentcharacterizedbyhighstabilityandpredictability,and
therefore the company's results depend crucially on the proper
allocation of resources and good budget control. The ability to
predict the future by extrapolating from the past allowed the
establishmentoflong-termobjectives,aswellasplanningtheway
togotoachievethem,withoutproblems.

Since the 70s: The environment starts to become increasingly

lessstable.Manycompaniesthenbegantotrytounderstandthe
dynamicsoftheenvironment,tryingtoanticipateitsevolution.

Today, with a turbulent, uncertain, complex and competitive

environment, strategy formulation should be based increasingly
on a growing ability to respond fast and flexible in the face of
changesthatcannotbepredictedandthathappenseveryday.

Theformulationofbusinessstrategyshouldbeguided
by the mission and objectives of the company and
basedonacarefulanalysisoftheenvironmentandof
thecompanyitself

"Knowledge of the conditions of the specific

environment and of its changes, because the
biggestchallengeforanyorganizationisprecisely
the constant change in environmental conditions
atapacemoreandmoredifficulttopredict"

Business constraints:
Globalization
Intensification of Competitiveness
Customer demand

Requiring the company flexibility in anticipation or response to

environmental alterations, in order not to lose, and if possible
increase their competitive advantages;

Profound changes in the way of managing people in

organizations,
greater
precariousness
of
employment
relationships, new forms of performing work, need for flexibility
in the functional content and challenges to attract, retain and
develop individuals working in the company.

THE HISTORICAL DEVELOPMENT OF THE THEORY OF ORGANIZATIONS

Classical Approach (late 30)

Human Relations Approach (decades of 50 to 70)

Systemic Approaches - contigencial (the

60s)

CLASSICALAPPROACH(LATE30)

Thephenomenonoflargeorganizationisnewandrelativelylow;
Thetechnologiesofproductionareincipient;
Theexpansionofmarketsbegintohaveamajorimpact;
Discoveringtheoptimalrulesofoperation;
Organization as a closed system, technologically centered and
whosesolepurposeisthesearchofefficiencyseenasafunction
ofoptimizationofthetechnicalsystem;
Theindividualmustadapttothe'machinery'shouldlaminateitso
that they can, with automatic, complement it and contribute
decisivelytotheoptimizationofthetechnicalsystem;

ScientificManagement(Taylor)
TheschoolhaditsoriginintheU.S.A.
His concern was to increase business productivity by increasing the
levelofeffectivenessandefficiencyoftheworkers.
Thisschoolputstheemphasisontasksconcerningitselfwith:
Theworkingmethod
Themovementsrequiredtoperformthetasks;
Thestandardtimeforthetask.
Taylor started as a factory worker in 1878, later passing to overseer
foreman, chief of workshops and finally engineer, registered some 50
patentsforinventionsinmachinery,toolsandworkprocesses;

Presuppositions of the Scientific Management of Labor:

1.Theworkerswhoperformthesametasksmustdoso,allinthesame

way,andaccordingtothebestwaythereistodoso;
2.Incumbent upon the Administration to make a careful study of the

laboroftheworkerandestablishthebestwaytoexecuteit;
3.Thesupervisorisresponsibilityofmonitorandcontroltheworker,the

workerisresponsiblesolelytoperformthework;
4.The work has better results and it becomes more economical, if all

the movements necessary for its implementation is subdivided into

smallpieces;
5.Wemustsavethetimeandtheeffortoftheworker.Theunnecessary

movementsareeliminatedandtheusefulmovementssimplified.

6.
7.
8.
9.

10.

Adaptationofworkerstothetask;
Greaterspecializationofworkers;
Greaterspecializationoftasks;
Improving the efficiency of labor. Efficiency is the relationship
between actual performance and the performance of the worker
previouslyestablished,withanefficiencyof100%
Theworkerwhoproducesmoremustbebetterpaid.

CRITICS

Mechanicalviewoftheman;
The Human beings are passive, without will, without initiative,
otherthanthemoney;
Excessivespecializationoftheworker;
Itdoesnotincludethehumanaspectsoftheorganization.

ClassicalTheoryofOrganization(Fayol)
The emphasis in the business analysis its structure, visualizing the
organization as a collection of parts or organs. Concerned primarily with the
analysisofthehierarchicalstructureoforganizationsputtingtheaccentonthe
commandlineinwhichalldependonorganizationalfunctioning;

Hisgreat contributionisto explainthefunctionsthatcharacterizethe

manager's role in the organization: Predict, Organize, Command,
ControlandCoordinate;
For Fayol dependency of subordinate to the hierarchical superior it is also
completeandnotpersonal;

Fayol Taylor
Man-Servant
Machine

Man -

BureaucraticModelofOrganization(Weber)

Seekstheperfectorganization

Presents a concept of organization that once defined their

objectives and activities, it is possible to formulate a system of
rulesandrolestobeplayedbyindividuals;
Once again presumed a closed system, unchanging face an
exterior, that is supposed to be possible to predict and
characterizeinfull;

Bureaucratic Model Principles :

1.Freepeople,shallmeettheobjectivesdutiesoftheirfunctions

2.Inafunctioninghierarchywellestablished
3.withclearlydefinedcompetences
4..asaresultofacontractbasedonaopens(free)selection,according
5..

professional qualification (in a rational way ): are named (not elected)

accordingtothequalificationrevealedbyexaminationandcertifiedbyadiploma

6.Are paid according to graduates salary, according to hierarchical level and

assumedresponsibilities,havetherighttoretire;
7.treattheirroleassoleorprincipalprofession
8.Looking ahead to a career according to seniority or benefits under the
service,orboth,dependingonthejudgmentofhissuperiors
9. Work totally separated from the means of administration and without the
appropriationoftheirjobs
10.Aresubmittedtoauniformdisciplinerestrictedtotheirfunctionsaswellasa

control.

Human Relations Approach (decades of 50 to 70)

Arise as a counterpoint, and in direct opposition, race classical

approaches;

"Man,theindividualintheorganization,mustbethepointofdeparture
andarrivalofanynormativeoranalysisoforganizationalfunctioning";

Thisshiftoffocusoftechnicalproduction-analysistowardsthesocial
system, has opened a whole new perspective on the functioning of
organizations;

Elton Mayo

Elton Mayo in the 20s developed a series of works which came to be known as the
"HawthorneExperience":
-Mayo chose two working groups that performed the same tasks. One worked under

variable light intensity and the other - the control group - worked under constant
intensity.
- The purpose of the experiment was to determine the effect of illumination on the
productivityoftheworkers;
-Whatwasobservedwasthattherewasnocorrelationbetweenthelightintensityand
productivitybutinthisinterfereothervariables,psychological;
-Itwasfoundthatproductionincreasedwhenworkersassumedthatthelightintensity
increasedandproductivityhasreduced,whentheyassumedthatthelightintensityas
diminish.

Elton Mayo
With Mayo the issues of motivation of individuals in the
organization and the impact of leadership style on
productivity, become central to the study of organizations;
Concepts such as informal organization (relationship, on
the sidelines of the established hierarchy, which is
generated spontaneously between individuals who are not
only workers but also people with personalities and
motivations that go far beyond its role in the organization)
and as Moral of workers (Indicator of motivational level of
the internal social system), have become key elements in
deep study and understanding of the functioning of any
organization.

Themanisseennotmerelyasaninternalelementoftheorganization

but as a whole - a human being with its own objectives and social
integration,whodoesnotabandon"atthecompany'sentry";
Themotivationofbehaviorandinterpersonalrelationshipsbecometobe

regardedasthetruekeytoproductionefficiency;

SYSTEMIC APPROACH

Itappearsinthemid60sasareactiontoTheOneBestWay
.
Inthistheorythebehavioroforganizationsdependsonthesituational
variables it is subject to, so according to the characteristics of its
surroundings, the technology that supports it, the size and
characteristics,theorganizationhastofindtheidealofmanagement.

Assumptions:
1.The organization must continually adapt to the changes: the organization,

such as group and individual, it is an open and dynamicsysteminconstant

readjustment and reorganization in order to survive. This change is gradual
andcontinuous;
2.The

organization is in constant interaction with the environment. An

organization must perceive the change, be sensitive to change in
environment and provide sufficient flexibility to reorganize its resources,
optimizingtheiradaptation;
3.Theorganizationisinconstantinteractionwithpeoplewhoworkthere,who

areseenasbeingswithskillsandcapabilities,theorganizationwillprovidean
suitableenvironmentandtheabilityforworkerstoperforminit;
4.The

organizational goals must match as closely as possible with the

personalgoalsofpeoplewhoworkinthere.

Exchangerelationshipbetweenthe
organizationanditsenvironment

organization

Exchangerelationshipbetween
InternalandExternalmarketing

Internal
Marketing

environment

The way the system responds to

changes
in
the
organizational
environment allows the organization to
maintain,ornot,thebalanceoftradeof
therelationwiththeenvironment.

The organizational system it is

composed of two subsystems, one that
actsdirectlyontheenvironmentandthe
subsystem from which he feeds to be
abletoact.

External Marketing - aims to customer satisfaction, acting in the

environment by means, methods and techniques to "sell the
company'sproductstoitscustomerswithprofitability

Internal Marketing - Through means, methods and techniques

attracts, retains and develops internal customers, meeting their
needs and allows them the flexibility to respond effectively to the
demands of the environment in general and External Marketing in
Particular.

TotheintegrationofthesetwotypesofMarketingwecall:
Integrated Marketing

Itistheperfectinterfacebetweenthetwosubsystemswhichallowsus
torespondeffectivelyandappropriatelytotheenvironment.

Exchangerelationsbetweenthesubsystemsand
organizationalenvironment

Changeinthe
environment

optimization
External
Marketing

Actionsinthe
externalmarket

Actionsinthe
internalmarket

Internal
Marketing

EfficientManagement
Decision

Anymanagementactionmustbesustainedinapreviousdiscussion
abouthowitwillbefeltinyourinternalandexternalmarket.