The research describes the people management models from a sustainable approach. Implementing hermeneutics as a methodology, through the study of theories, allowing conceptual analysis, generating ...reflections and contributions, around the variable of study. The results show the association of innovative, green models, competitive talent with qualities or aptitudes to relearn and that favorably impact the global environment. It is concluded that the impact caused by sustainable factors affect the life of the living being and its environment, influencing new businesses in the market.
The studies of Leadership and HR-Management share a common goal: Developing a better understanding of how to effectively manage people in organizations. Despite this shared goal, these fields of ...research remain largely independent, with few studies considering how HRM and Leadership co-determine employee motivation and performance. This state of the literature is deplorable as Leadership and HRM have the potential to counterbalance each other; in theory as well as in research design. In this overview article to this special issue, we first highlight similarities and differences in approaches to people management by mapping key approaches to Leadership and HRM on a value framework. Next, we integrate theory on person-environment fit and strategic HR alignment to map seven possible ways in which Leadership and HRM may interact: Independent, Enactment, Supplementary Fit, Synergistic Fit, Complementary Fit, Perceptual Filter, and Dynamic Fit. We discuss the implications of this theoretical framework for future research that studies the intersection of Leadership and HRM.
•Effectively managing people in organizations requires knowledge from a combination of the studies of HRM and Leadership.•The strengths of HRM and Leadership can compensate for each other’s weaknesses, building a multi-level view of people management.•A value-framework helps organize the multitude of approaches to HRM and Leadership.•Employing logic from value fit we highlight seven different ways in which HRM and Leadership can interact.
This paper extends the resource and knowledge-based view by integrating dynamic capability theory into a people-centric view of the firm in new and highly dynamic contexts. Juxtaposing people ...management and human resource management, we commend people centricity for knowledge management and dynamic capability formation within a context of highly dynamic environments induced not only by disruptive technology, unpredictable crises, and high-velocity emerging markets but augmented through simultaneous multilevel crisis events. We propose a novel and holistic framework of strategic people management that incorporates four dynamic constituents—leadership, culture, learning, networking—that help to acquire, transfer, and create knowledge relevant for a firm’s sustainability. These unbundled constituents interact to create a systematic effect and co-evolve with a firm’s dynamic capabilities. The paper emphasizes people-centricity as the infinity source of valuable, rare, inimitable, and organizational resources, such as knowledge workers, to continuously create, transfer, convert, and manage knowledge flows.
O estudo buscou analisar a percepção dos professores sobre a importância das competências para as atividades de ensino e de pesquisa no contexto das Instituições de Ensino Superior (IES) privadas do ...Brasil, por meio de questionários respondidos por 93 professores. As cinco competências mais intrinsecamente ligadas ao papel de um educador no ensino foram: ética, compromisso, comunicação, conhecimento didático/pedagógico e domínio da área do conhecimento. Já para o pesquisador: ética, comprometimento, conhecimento da metodologia científica, planejamento e habilidades vinculadas ao campo de atuação. Depreende-se que o presente estudo possa se constituir em um relevante suporte à produção de conhecimento científico capaz de oferecer um diferencial competitivo às IES.
This article explores the relationship between internal reputation management, HRM, and employee voice. Drawing on qualitative data from 25 medium-size and large Norwegian organizations, we find that ...organizations pursue a desired reputation through a single, official corporate voice by discouraging prohibitive employee voice through technocratic control and coercive HRM practices. The emphasis on technocratic control and coercive HRM occurs despite the widely held belief in reputation and branding literatures that employees should be committed corporate ambassadors who enthusiastically promote their organization's desired reputation and deeply believe in the images they convey to internal and external stakeholders. The findings contribute to studies on reputation management by linking internal reputation management, HRM, and employee voice, pointing out “people management” aspects of reputation management and highlighting important organizational and employee-based consequences.
Despite the efforts to contextualize human resource management to family firms, scientific literature addressing this study domain suffers from limited systematization. The article arranges an ...integrative framework to make sense of the challenges faced by family firms in designing and implementing human resource management practices. Bibliographic coupling was run on an intellectual core of 69 papers to illuminate dominant research streams. Besides, co-citation was executed to determine the conceptual roots nurturing recent scholarly advancements. A dance between formality and informality of human resource management practices characterizes extant research, calling for developments to understand how family firms can deal with it.
•Resource-based view, familiness, and socioemotional wealth interplay in human resource management (HRM), generating distinctive sources of competitive advantage.•People-centeredness in managing human resources enacts a family-like corporate setting, increasing organizational attractiveness.•Stewardship emerges from embedding HRM as a core component of the strategic apex.•Conceiving people management as a staff function heralds the emergence of an agency approach in crafting HRM practices.•Formalizing HRM enables the assessment of the employees’ distinctive contribution to organizational viability.
Recent moral and financial collapse of high profile organizations around the world led the business community, the popular and business press, and researchers to rediscover the worthiness of ...organizations' virtues. Aiming to contribute to this momentum, this empirical study investigates how perceptions of organizational virtuousness (OV) predict affective well-being (AWB) and affective commitment (AC). Two hundred five individuals participate. The findings show that perceptions of OV predict AC both directly and through the mediating role of AWB. The study suggests that fostering organizational virtuousness (e.g., through honesty, interpersonal respect, and compassion; combining high standards of performance with a culture of forgiveness and learning from mistakes) improves employees' AWB and promotes a more committed workforce. Considering these findings and mirroring the growing contributions of the positive psychology, positive organizational behavior, and positive organizational scholarship movements, the study suggests that a “positive-people-management” perspective should be considered, both by practitioners and scholars.
Abstract
Effective communication is pivotal in nurturing a supportive learning atmosphere. At the University of Saskatchewan's College of Dentistry, traditional methods like emails and meetings ...seemed inadequate in engaging all students. Concerns stemmed from power dynamics and limited dialogue avenues. To bridge this gap, an innovative solution emerged. Introducing "Coffee with the Dean": A bi‐weekly event fostering informal discussions between students and the dean. Set in a relaxed ambiance, students openly covered diverse topics. The project aimed to foster transparent communication and bolster a sense of unity. Implemented over six months, the initiative saw significant outcomes. Assessment involved an anonymous survey to DMD students, garnering a 34% response rate. Impressively, 89% acknowledged enhanced communication, with 53% and 23% expressing high and moderate satisfaction in asking questions and providing feedback. Moreover, 67% displayed a likelihood to attend future sessions. A notable 89% appreciated the project's community‐building impact. Although challenges emerged, including scheduling and participation constraints, the project achieved its goal. The casual setup facilitated student expression and prompted insightful exchanges. The experience emphasizes the importance of secure dialogue spaces and consistent communication channels. "Coffee with the Dean" stands as a potent tool for heightened student‐administration interaction. Its role in elevating communication aligns with the quest for educational excellence, ensuring holistic student growth.
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