Samuel Monteiro 1
Leonor Cardoso 2
1 Universidade da Beira Interior, Departamento de Psicologia e Educação
2Faculdade de Psicologia e de Ciências da Educação da Universidade de Coimbra
Resumo. Focalizando as dimensões humana e comportamental da gestão do conhecimento, a presente investigação visa uma análise do(s) impacto(s) (facilitador ou inibidor) dos pressupostos da gestão de recursos humanos no grau de aplicação da gestão do conhecimento em organizações industriais. Em particular, explora a(s) dinâmica(s) de influência entre a sofisticação dos pressupostos da formação profissional, da avaliação de desempenho e da gestão de recompensas na aplicação da gestão do conhecimento. Tendo em vista a medição dos constructos centrais do presente estudo, de acordo com a revisão de literatura efectuada, desenvolveram-se acções conducentes à adaptação de um questionário de gestão do conhecimento (GC), à construção, validação e desenvolvimento de três novos questionários (PPFP, PPAD e PPSR) que visaram aceder à percepção dos agentes organizacionais acerca dos pressupostos da gestão de recursos humanos vigentes ou culturalmente característicos do seu contexto laboral. O presente estudo envolveu múltiplas análises aos dados de 1364 questionários individuais auto-administrados e recolhidos em 55 empresas de quatro sub-sectores da cerâmica em Portugal. Para o estudo da relação linear entre um conjunto de variáveis preditoras e uma variável critério optou-se por realizar equações de regressão múltipla hierárquica, considerando-se dois blocos de variáveis. Num primeiro modelo foram introduzidas, apenas, as duas dimensões relativas à formação profissional medidas pelo instrumento PPFP e num segundo modelo aduziram-se as variáveis de avaliação de desempenho e de sistema de recompensas, especificamente, o primeiro factor retido na análise psicométrica dos instrumentos PPAD e PPSR.
Palavras-chave: Gestão do conhecimento, gestão de recursos humanos, organizações industriais.
]]>Abstract. Focusing on the human and behavioural dimensions of knowledge management, the present investigation aims to analyse the impact (enhancer or inhibitor) of human resources management assumptions on knowledge management processes in industrial organizations. In particular, attempts to explore the relational dynamic(s) between the organizational collaborators’ perspectives and perceptions of sophistication about training, performance assessment and benefits/rewards system and the applicability level of four considered dimensions of knowledge management processes. To accomplish the central constructs measurement of this study we developed actions that led to the construction and validation of three new scales (PPFP, PPAD, PPSR), as well as the application of a knowledge management questionnaire (GC). Those three new tools aim to evaluate the organizational actors’ awareness and perspectives about the operative human resources management assumptions. The present study entails multiple data analysis of 1364 individual self-administered questionnaires which were collected from 55 organizations in four Portuguese industrial ceramic sub-sectors. To study and analyse the linear relationship between a group of predictor variables and one criterion variable, hierarchical multiple regression equations were implemented. Therefore, to estimate these regression models, two variable blocks were considered. In the first model, we only analysed the two training dimensions which were obtained through factor analysis on the PPFP scale. In the second model, performance assessment and benefits/rewards system variables were added to the first model variables, specifically the first factor retained in the psychometric analysis of the PPAD and PPSR scales.
Key words: Knowledge management, human resources management, industrial organizations.
Texto completo disponível apenas em PDF.
Full text only available in PDF format.
Referências
Afeez, K., & Abdelmeguid, H. (2003). Dynamics of human resource and knowledge management. Journal of the Operational Research Society, 54, 153-164. [ Links ]
Afiouni, F. (2007). Human resource management: a road map toward improving organizational performance. Journal of American Academy of Business, 11 (2), 124-130.
]]> Cardoso, L. (2008). Gerir conhecimento e gerar competitividade – estudo empírico sobre a gestão do conhecimento e seu impacto no desempenho organizacional. Penafiel: Editorial Novembro.Carter, C., & Scarbrough, H. (2001). Towards a second generation of KM? The people management challenge. Education and Training, 43 (4/5), 215-225.
Currie, G., & Kerrin, M. (2003). Human resource management and knowledge management. Enhancing knowledge sharing in a pharmaceutical company. International Journal of Human Resource Management, 14 (6), 1027-1045.
Davenport, T., & Prusak, L. (1998). Working knowledge: how organizations manage what they know. Boston: Harvard Business School Press.
Despres, C., & Hiltrop, J. (1995). Human resource management in the knowledge age: current practice and perspectives on the future. Employee Relations, 17 (1), 9-23.
Evans, C. (2003). Managing for knowledge HR’s strategic role. London: Butterworth Heinemann.
Fernández, L. (2002). Gestión del conocimiento y gestión de recursos humanos: una convergencia necesaria. Revista de Psicología del Trabajo y de las Organizaciones, 18 (2-3), 177-213.
Ferris, G., Hochwarter, W., Buckley, M., Harrel, Cook, G., & Frink, D. (1999). Human Resources Management: Some New Directions. Journal of Management, 25 (3), 385-415.
Garavan, T. (1997). Training, development, education and learning: different or the same?. Journal of European Industrial Training, 21 (2), 39-50.
Gloet, M. (2006). Knowledge management and the links to HRM Developing leadership and management capabilities to support sustainability. Management Research News, 29 (7), 402-413.
]]> Godbout, A. (2000). Managing core competencies: the impact of knowledge management on human resources practices in leading-edge organizations. Knowledge and Process Management, 7 (2), 76-86.Haesli, A., & Boxall, P. (2005). When knowledge management meets HR strategy: an exploration of personalization-retention and codification-recruitment configurations. International Journal of Human Resource Management, 16 (11), 1956-1975.
Heffernan, M., & Flood, P. (2000). An exploration of the relationships between the adoption of managerial competencies, organizational characteristics, human resource sophistication and performance in Irish organisations. Journal of European Industrial Training, 24 (2/3/4), 128-136.
Hill, M., & Hill, A. (2000). Investigação por questionário. Lisboa: Edições Sílabo.
Hislop, D. (2003). Linking human resource management and knowledge management via commitment: a review and research agenda. Employee Relations, 1/2, 182-201.
Hwang, A. (2003). Training strategies in the management of knowledge. Journal of Knowledge Management, 7 (3), 92-104.
Lerín, F., Martínez-Tur, V., & Peiró, J. (2001). Tendências y controvérsias en el futuro de la gestión y del desarrollo de los recursos humanos. In E. Agulló, & A. Ovejero (Coords.), Trabajo, individuo y sociedad (pp. 165-201). Madrid: Ediciones Pirámide.
López, S., Peón, M., & Ordás, C. (2006). Human resource management as a determining factor in organizacional learning. Management Learning, 37 (2), 215-239.
McElroy, M. (2003). The new knowledge management: complexity, learning, and sustainable innovation. USA: Butterworth-Heinemann.
McGregor, D. (1960). The human side of enterprise. New York: McGraw-Hill.
]]> Nonaka, I., & Takeuchi, H. (1995). The Knowledge creating company: How Japanese companies create the dynamics of innovation. New York: Oxford University Press.Oltra, V. (2005). Knowledge management effectiveness factors: the role of HRM. Journal of Knowledge Management, 9 (4), 70-86.
Pablos, P. (2004). Human resource management systems and their role in the development of strategic resources: empirical evidence. Journal of European Industrial Training, 28 (6/7), 474-489.
Quijano de Arana, S. (2000). ASH (Auditoria do Sistema Humano): Modelos de qualidade e avaliação organizacional. In A. Gomes, J. Caetano, & M. Cunha (Coords.), Organizações em transição: contributos da psicologia do trabalho e das organizações. Coimbra: Imprensa da Universidade.
Scarbrough, H. (2003). Knowledge management, HRM and the innovation process. International Journal of Manpower, 24 (5), 501-516.
Shih, H., & Chiang, Y. (2005). Strategy alignment between HRM, KM and corporate development. International Journal of Manpower, 26 (6), 582-603.
Soliman, F., & Spooner, K. (2000). Strategies for implementing knowledge management: role of human resources management. Journal of Knowledge Management, 4 (4), 337.
Sparrow, P., & Hiltrop J. (1994). European Human Resource Management in Transition. London: Prentice Hall.
Svetlik, I., & Stavrou-Costea, E. (2007). Connecting human resources management and knowledge management. International Journal of Manpower, 28 (3/4), 197-206.
Tabachnick, B., & Fidell, L. (2006). Using multivariate statistics. USA: Pearson Education.
]]> Thite, M. (2004). Strategic positioning of HRM in knowledge-based organizations. The Learning Organization, 11 (1), 28-44.Winkelen, C., & McKenzie, J. (2007). Integrating individual and organisational learning initiatives: working across knowledge management and human resource management functional boundaries. The Electronic Journal of Knowledge Management, 5 (4), 527-538.
Yahya, S., & Goh, W. (2002). Managing human resources toward achieving knowledge management. Journal of Knowledge Management, 6 (5), 457-468.
Endereço: Universidade da Beira Interior, Faculdade de Ciências Sociais e Humanas, Departamento de Psicologia e Educação, Estrada do Sineiro, 6200-209 Covilhã, Portugal. E-mail: smonteiro@ubi.pt
]]>