Loading...
6 results
Search Results
Now showing 1 - 6 of 6
- Home-office implementation: challenges and changes in people managementPublication . Couto, Ana Isabel; Rodrigues, Ana Cláudia; Lousã, Eva; Martins, DoraThis paper investigates how organisations responded to the home office imposition during the recent global health crisis and its impacts on people management, detailing the organisational factors crucial for effective home-office implementation. Design/methodology/approach We used an exploratory design based on a multiple case study with four companies from two contrasting sectors (manufacturing and information technology (IT)). We interviewed a total of 12 managers, including one HR manager (HRms) and two team managers from each company. We also conducted an online questionnaire with open questions, reaching out to 128 home-office workers from the four participating companies. This diverse group consisted of 67 workers from the IT sector and 61 workers from the manufacturing sector. To ensure a comprehensive analysis, we opted for a qualitative approach to examine the data.
- Recursos humanos: um modelo compreensivo do campoPublication . Meirinhos, Viviana; Rodrigues, Ana C.; Martins, Ana Luísa; Vieira, Diana; Martins, Dora; Lousã, Eva; Martins, Helena; Araújo, Manuel; Silva, Marlene; Ferreira, Pedro; Soares, Rui; Silva, Susana; Couto, Ana Isabel
- Aspetos críticos da gestão de pessoas para implementação de trabalho remotoPublication . Rodrigues, Ana C.; Lousã, Eva; Martins, Dora; Couto, Ana Isabel2020 foi um ano de transformação no âmbito da gestão de pessoas, em consequência da pandemia de COVID-19. A necessidade de adotar abruptamente modelos de gestão e de organização do trabalho disruptivos com o modelo tradicional exigiu reação imediata para fazer face aos desafios de trabalhar e interagir remotamente. Procurámos investigar como as organizações responderam à imposição do trabalho remoto, em concreto na modalidade do home-office, e os impactos desta modalidade na gestão de pessoas. Foram estudadas quatro empresas de dois setores de atividade económica contrastantes (Indústria e Tecnologias de Informação) durante o primeiro período de confinamento (de marçoa junho de 2020), com base em entrevistas realizadas a 12 gestores (quatro gestores de RH e oito gestores de equipa) e num inquérito aplicado a 128 colaboradores que experienciaram o home-office
- Impactos da experiência de trabalho remoto na gestão de pessoas: os casos dos setores da Indústria e das Tecnologias da InformaçãoPublication . Lousã, Eva; Couto, Ana Isabel; Martins, Dora; Rodrigues, Ana C.O trabalho remoto, em casa ou em outro lugar, não é uma novidade na literatura académica (e.g., Donnelly & Johns, 2020; Errichiello & Pianese, 2016; Santana & Cobo, 2020; Yu et al., 2019). No entanto, no contexto da pandemia COVID-19, o seu uso nunca foi tão massivo e necessário. Globalmente, as organizações tiveram que se adaptar rapidamente ao trabalho de casa, em alguns casos, pela primeira vez, o que trouxe vários desafios para a Gestão de Recursos Humanos, os gestores e colaboradores das organizações. Este estudo teve por objetivo geral analisar a resposta à imposição do trabalho remoto, em concreto à modalidade de “trabalho a partir de casa” (home-office), derivada da crise de saúde pública mundial provocada pela pandemia COVID-19. Esta investigação procurou evidenciar por um lado os desafios na gestão de trabalhadores remotos por parte das chefias diretas e, por outro lado, realçar as mudanças necessárias nas práticas de gestão de recursos humanos. Procurou, também, conhecer o impacto do trabalho remoto na perspetiva dos colaboradores e como este se relaciona com as práticas desenvolvidas e experienciadas.
- Comparing the effects of leadership and organizational culture on innovation in technology-based organizations and other industriesPublication . Lousã, EvaThe relationship between leadership, organizational culture and innovation is examined. One hundred and two Portuguese organizations from different activities sectors participated in the study. In each organization, top managers were asked about the innovation activity and employees were asked about the leadership and organizational culture of their organizations. Organizations were classified as either technology-based or non-technology-based. A structural model was tested by multi-group analysis, considering the sector of activity, technology-based companies and non-technology-based companies. Results show significant differences in the relationship between leadership and organizational culture in the prediction of innovation and on the contribution of the several variables in the model, suggesting that the activity sector of an organization acts as a moderator of that relationship. Some contributions are highlighted.
- How do HRM practices relate to innovation performance in information technology firmsPublication . Lousã, Eva; Rodrigues, Ana C.; PINTO, Eulália MatosThis paper investigates the relation between Human Resources Management (HRM) and innovation/performance in four firms operating in the Information Technology sector. A qualitative multiple case study methodology was used, and data collection included a documentary information analysis, and semi-structured interviews were held with HRM and innovation-related functions. The main results revealed that HRM practices are related to the best innovation and performance outputs. Moreover, some sector-specific HRM practices-Innovation/performance relations were found, with which prepositions are proposed. There is a high level of recruitment and selection, as well as compensation (salary, benefits and non-financial pay) practices due to the increasing need for these professionals in the labor market. Considering the generalization of compensation and benefits practices in the IT sector, it seems that the production of patents/utility models in organisations is more related to the investment in training and development, then to compensations and benefits practices. Few HRM practices that focus on promoting autonomy and self-management have a positive effect on innovation and can be at least as effective as a wider number of corporate HRM practices. This study contributes to the HRM relation to innovation performance literature, by its qualitative and longitudinal nature, the use of objective innovation and performance measures, and the prepositions specific to the IT sector that are suggested for future validation.