HRM in Brazil : an institutional approach

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dc.creatorAmorim, Wilson A. Costa de
dc.creatorSarsur, Amyra Moyses
dc.creatorCruz, Marcus Vinícius Gonçalves da
dc.creatorFischer, André Luiz
dc.creator.Lattes-
dc.creator.Latteshttp://lattes.cnpq.br/3678172153181366
dc.creator.Lattes-
dc.creator.Lattes-
dc.creator.affiliationUniversidade de São Paulo
dc.creator.affiliationFundação João Pinheiro
dc.creator.affiliationUniversidade de São Paulo
dc.creator.affiliationUniversidade de São Paulo
dc.creator.orcid-
dc.creator.orcidhttps://orcid.org/0000-0003-2476-3822
dc.creator.orcid-
dc.creator.orcid-
dc.date.accessioned2025-08-01T18:29:51Z
dc.date.available2025-08-01T18:29:51Z
dc.date.issued2021
dc.description.abstractPurpose–The purpose of this work is to comparatively study human resources management (HRM) areas in Brazil, at the national level, analyzing how companies considered labor market and labor relations aspects when building their strategies and when configuring people management models in place in the country (2014–2019), based on local conditions. Design/methodology/approach–The subject was approached through qualitative analysis, encompassing document survey, systematic literature review, specialists’panel discussions, eight focus groups (43 human resources [HR] managers), interviews (16 union members), applying institutional approach to people management. Findings–In regards to labor market and unions, HR areas faced different conditions across Brazilian regions.They have dealt with those influences on their strategic and quotidian decisions in an unstructured fashion. HR areas remain constructed as traditional, adjuvant and far from strategic level. In the institutionalization process –normative isomorphism– a professional HR jargon use was identified. HR areas usually act in collective bargaining, resorting to specialized professionals or consulting companies. During the economic crisis, HR professionals’attitude had a reactive nature, responding to organizations leadership, with little dedication to the emerging context. Practical implications–This work enables important players like HR managers, union members andspecialists in public policies to interpret the institutionalization phenomena of practices related to management,labor market and labor relations in the country. Social implications–Understanding the effects of the relations among state, companies and unions allowsthe different power vectors, acting upon the institutionalization process of people management areas in theBrazilian case, to be outlined. Originality/value–This study applies the institutional approach to understand the economic and socialheterogeneity affecting organizations in Brazil. It enhances the knowledge on HRM areas scope and theirarticulation toward labor market and relations.
dc.identifier.citationAMORIM, W. A. C. et al. HRM in Brazil: an institutional approach. Revista de Gestão, [s. l.], v. 28, n. 1, p. 84-99, 7 maio 2021.
dc.identifier.doihttps://doi.org/10.1108/REGE-08-2020-0074
dc.identifier.issn2177-8736
dc.identifier.urihttps://repositorio.fjp.mg.gov.br/handle/123456789/4594
dc.language.isoen
dc.publisherUniversidade de São Paulo
dc.rightsopen access
dc.rights.licenseAttribution 3.0 Brazilen
dc.rights.urihttp://creativecommons.org/licenses/by/3.0/br/
dc.subject.otherHuman resource management
dc.subject.otherBrazil
dc.subject.otherLabor market
dc.subject.otherLabor relations
dc.titleHRM in Brazil : an institutional approach
dc.typeArtigo
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