O impacto das políticas de gestão de pessoas na efetividade organizacional

Abstract

Researchers in Organizational Behaviour are usually intrigued by topics such as Management and Affectivity when they examine the impact of human resource on organizational affectivity. Human Resources Management has developed due to ongoing appreciation and acknowledgement of people as active agents who offer innovation and creativity for organizational competitiveness and affectivity. Similarly, literature on Organizational Affectivity has developed not only due to the achievement of organizational goals, but also due to its ability to adapt to constant environmental changes. Several studies have confirmed that human resources practices may have a positive impact on organizational affectivity, which highlights the importance of investing in people to gain competitive advantages (Barney 1991; Hitt et al., 2001; Huselid, 1995; Lepak & Snell, 1999; Patterson, West & Wall, 2004; Pfeffer, 1998). Additionally, a lot of research suggests that the organizational results of these actions would be better in the industry (Combs, Liu e Ketchen, 2006). This calls for more studies to elucidate this complex relation in organizations from different areas. The present study intends to fill part of this gap, characterizing and comparing the models of these relations for 324 workers of industry, commerce and services. The data collected were subjected to correlational analysis (Pearson s r) and stepwise multiple regression analysis with the aid of the Statistical Package for Social Sciences (SPSS) version 18.0. The study confirmed the theoretical model proposed and recognized the impact of Perception of Human Resource Management (PHRM) on the Perception of Organizational Affectivity (PEO). Furthermore, the results indicate different analysis models for both the group as a whole and the three sectors. In fact, the Involvement factor of the PPGP indeed seems to be the best predictor for the PEO. The findings in this study lead to the recognition of specific performance configurations in the analysis of the impact of PGP on the PEO. Moreover, due to the lack of specific studies that relate PPGP and PEO that address the performance of organizations, we suggest a research agenda.