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<p>1</p> <p>Reviso Bibliogrfica da Pesquisa Delphi RH 2010Relao geral de Artigos por rea Temtica</p> <p>Brbara Beatriz Freitag Leilianne Trindade Maira Silva</p> <p>Sumrio</p> <p>1Tendncias em RH................................................................................................2 2Aprendizagem Organizacional............................................................................15 3Gesto da Diversidade.......................................................................................20 4Gesto das Geraes..........................................................................................25 5Gesto de Talentos.............................................................................................27 6Gesto Estratgica de RH...................................................................................30 7Gesto Internacional de RH................................................................................38 8Modalidades de Trabalho Flexvel......................................................................46 9Responsabilidade Social e Ambiental.................................................................50</p> <p>2</p> <p>1</p> <p>Tendncias em RH</p> <p>Alexis A Fink. (2010). New Trends in Human Capital Research and Analytics. People and Strategy. New York: 2010. Vol. 33, Iss. 2; p. 14. Abstract: Analytics is the engine of business intelligence and BI is a prerequisite for sustainable performance. Although analytics have been in use in production, marketing and finance for many years, HR has successfully avoided it. That evasive action will block HR from ever being a strategic partner with a seat at the C-level table. Industrial/Organizational (I/O) Psychology has a long history of driving organizational success through effective use of analytics. Recently, organizations have been stretching the bounds of traditional HR and traditional I/O psychology and expanding their analytics in new and intriguing ways. The authors explored new and current trends in research and analytics in three ways: 1. a review of relevant recent literature, including the practitioner literature, academic literature and popular press, 2. interviews with practitioners in a variety of organizations, representing a variety of industries, and 3. interviews with a set of thought leaders in the area of human capital analytics and research. ALMER, E. D. AICPA Work/Life and Women's Initiatives 2004 Research: A Decade of Changes in the Accounting Profession. Issues in Accounting Education. v. 22, n. 1. 2007. Abstract: Since 1993, the AICPA Work/Life and Women's Initiatives Executive Committee has conducted longitudinal research to track trends in the accounting profession related to human resources policies and progress in women's advancement, leadership development, and work/life effectiveness. The current phase of this research included surveying three groups in late 2003 and early 2004: (1) managing partners and partners of public accounting firms; (2) professionals in public accounting; and (3) accounting professionals in business and industry. Prior surveys of public accounting firms and the professionals they employ were conducted in 1993, 1997, and 1999. The first survey of accounting professionals in business and industry was con- ducted in 1999. BARRETO, L. M. T. S., et al. Gesto de Pessoas: Projetando Desafios e Tendncias para 2015. In: Encontro da Diviso de Estudos Organizacionais da ANPAD, 6, 2010, Florianpolis. Anais... Florianpolis: EnEO, 2010. Resumo: O presente estudo teve como objetivo identificar os principais desafios e tendncias em gesto de pessoas para o ano de 2015, levando em considerao as opinies de gestores com relao ao ambiente de sua empresa. Este estudo integra uma pesquisa mais ampla sobre tendncias da gesto de pessoas no Brasil. Uma reviso posterior da literatura indicou diversos desafios do ambiente e diversas polticas e prticas de gesto de pessoas que a academia vem demonstrando como respostas ao contexto que os gestores enfrentaram nos prximos anos. Na opinio dos respondentes, os principais desafios demogrficos so a entrada da gerao Y no mercado de trabalho, e a forma como a gesto de pessoas ter que integr-la dentro de suas empresas. Questes relacionadas baixa qualificao da fora de trabalho tambm se mostraram uma preocupao dos gestores com relao do futuro da organizao. J com relao s tendncias econmicas os gestores que responderam pesquisa mostram confiar em uma dinamizao dos negcios fruto da continuidade do crescimento econmico brasileiro e com a presena destacada do pas no cenrio mundial. Ainda, para a amostra abordada, a demanda por comprometimento e engajamento das pessoas ao negcio de suas empresas ser o maior desafio para a rea de gesto de pessoas nos prximos cinco anos, com destaque tambm para a demanda e reconhecimento do profissional de RH como parceiro estratgico e para a forma como a tecnologia mudar os processos, a comunicao e auxiliar na flexibilizao do trabalho nos prximos anos. Como tendncias da sociedade os respondentes esperam que haja uma expectativa cada vez maior para o equilbrio entre vida pessoal e trabalho, sendo esse o maior desafio para a gesto de pessoas em sua opinio. Outras questes ligadas s relaes de trabalho e responsabilidade social sero tendncias e desafios secundrios para o RH das empresas, segundo as respostas apresentadas. Para esse cenrio as polticas e prticas vistas como mais relevantes no futuro so a educao, treinamento e qualificao da fora de trabalho, a avaliao de resultados em gesto de pessoas e gesto das estratgias de negcio e de recursos humanos so as polticas e prticas mais relevantes para os respondentes, seguida da gesto e reteno de talentos e da gesto do conhecimento e da aprendizagem organizacional. Apesar das limitaes impostas pela amostra proposital, espera-se contribuir com a rea de administrao, especialmente com a gesto de pessoas, por meio do levantamento bibliogrfico realizado e do seu confronto com a realidade organizacional brasileira, levantada por meio da viso dos profissionais abordados. importante ressaltar tambm que a pesquisa exploratria permite vislumbrar futuros estudos, com mtodos diferenciados, inclusive qualitativos, que contribuam para a ampliao da viso sobre os assuntos estudados e apresentados neste artigo. BARUCH, Y. Career development in organizations and beyond: Balancing traditional and contemporary viewpoints. Human Resource Management Review. v. 16, p. 125138. 2006. Abstract: The changing nature of work has resulted in major transition in the shape of careers and their management within and outside organizations. Scholars, though, tend to suggest that the changes are overwhelming and colossal, whereas in reality much has remained stable. In this paper, I bring a balanced view of the management of careers in organizations and beyond. This paper takes into account recent developments in the nature of the business environment, and at the same time acknowledges that much of the basics in career development theory and practice is still valid for Western societies.</p> <p>3</p> <p>BERNTHAL, P.; WELLINS, R. Trends in Leader Development and Succession. Human Resource Planning. v. 29, n. 2. 2006. Abstract: This article summarizes key findings from a global benchmarking study of more than 4,500 leaders from over 900 organizations. Those key findings include a review of the qualities that affect leader success and failure. The article also evaluates the most frequently used leader development practices in terms of their impact on the individual as well as on organizational performance. The final section examines the use of succession management systems, their most important qualities, and their impact on the organization. Recommendations for change and implications of the study are discussed. In the past decade, organizations have encountered more and more evidence that leadership and human capital can make a real difference in organizational performance. Belief in the power of leadership has reached new heights, and it is now time for organizations to propel belief into reality. CARDON, M. S.; STEVENS, C. E. Managing human resources in small organizations: What do we know? Human Resource Management Review. v. 14, p. 295323. 2004. Abstract: While much of our knowledge concerning traditional HR topics (e.g., recruiting, compensation, or performance management) in large firms may also apply in small or emerging organizations, evidence suggests that new ventures are different and that management of people within them may not clearly map to management within larger, more established organizations. This paper reviews extant research on managing people within small and emerging ventures and highlights additional questions that have not yet been addressed. Our review suggests that as scholars, our understanding of the HR issues important to small and emerging firms is limited. While we have begun to understand how these firms should hire, reward, and perhaps even motivate their employees, we lack much of the theory and data necessary to understand how small and emerging firms train their employees, manage their performance, promote or handle organizational change, or respond to potential labor relations and union organization issues. The existing literature presents an often-confounded relationship between size and age, between the issues important to small firms and the issues important to young ones. Given the potential early HR decisions have to impact the organizations downstream success, it is important that we understand how these functional areas of HR (as well as their integration and evolution) affect small and emerging firms, and how the HR decisions made during the formative stages of firm development impact the firms long-term goals. CLAES, R.; HEYMANS, M. HR professionals views on work motivation and retention of older workers: a focus group study. Career Development International. v. 13, n. 2, p. 95-111. 2008. Abstract: Purpose This paper aims to explore the views of human resource (HR) professionals on work motivation and retention of older workers. Furthermore, it seeks to generate qualitative data to inspire measures for future survey research. Design/methodology/approach The study adopts a qualitative approach, using focus groups. A total of 15 participants were purposefully selected from different organisational settings (e.g. private and public organisations, various sectors, various organisational sizes, HR departments and HR consultants) and from different areas of HR practice (e.g. recruitment, selection, training, evaluation, diversity management, industrial relations). Several procedures are applied to carry out a rigorous qualitative analysis (i.e. interview guide, video recording and field notes, prompt transcripts, double coding, direct quotes and rich data slices when presenting findings). Findings The paper reveals that focus groups generate rich interaction and their content analysis results in five topics: definition of older workers, diversity amongst older workers, work motivation of older workers, retention policy and practices, and contexts of work motivation and organization retention policy/practices. Practical implications The paper provides preliminary advice to HR professionals as to which practices aim at retention of older workers, based on insights in theories on work motivation. COHN, Aaron. Commitment before and after: an evaluation and reconceptualization of organizational commitment. Human Resource Management Review, v. 17, n. 3, p. 336-354. 2007. Abstract: A review of the organizational commitment literature has pointed out several advantages as well as some limitations of the approach advanced by Meyer and Allen (Meyer, P.J. and Allen, J.N. (1997). Commitment in the workplace: Theory, research, and application. Thousand Oaks, CA: Sage.). The advantages include good psychometric properties of the current scales, acceptable discriminant validity of the three dimensions, and research findings that showed the usefulness and acceptable content validity of the three-dimensional approach. Some of the limitations are limited predictive validity, conceptual ambiguity of continuance commitment, and concept redundancy between normative and affective commitment. This paper suggests a conceptualization that builds upon the strengths of the current approaches and minimizes their limitations. The proposed theory contends that organizational commitment is two-dimensional. One dimension is instrumental in nature and the second is affective. In addition, a sharp difference needs to be made between commitment propensity that develops before one's entry into the organization and commitment attitudes that develop after one's entry into the organization. The advantages of the suggested theory and its implications for the understanding of organizational commitment and future research on it are discussed. CONNELLY, C. E.; GALLAGHER, D. G. Independent and dependent contracting: Meaning and implications. Human Resource Management Review. v. 16, p. 95106. 2006. Abstract: In the context of the changing nature of work and the continuing growth of contingent employment contracts, this article examines the consequences associated with various forms of individually-negotiated, fixed-term contracts. This article first draws a distinction between what can be labeled as independent contracting arrangements, where the workers are autonomous and mobile, and other situations where contractors are more dependent on their clients. This investigation then provides an overview of the consequences associated with the employment of independent and dependent contractors. Based on a review of the existing research literature, the article examines the prescribed and realized benefits of individual</p> <p>4</p> <p>contracting from the perspectives of the organization, the permanent employees, and the contractors themselves. Finally, the article concludes with some suggestions for human resource management (HRM) practice as well as areas in need of future research attention. CULLEN, J.; TURNBULL, S. A Meta-Review of the Management Development Literature. Human Resource Development Review. v. 4, n. 3, p. 335-355. 2005. Abstract: An appraisal of recent reviews of the literature on management development demonstrates the existence of a number of perspectives on the topic, and this lack of a uniform approach has contributed to confusion about the subject. This article examines a series of recent and existing literature reviews on the topic of management development. It reviews existing and current syntheses of the management development literature and typological models of management development. The aim of the article is to critically analyze these reviews, with the intention of providing an overview of what has been written about management development during the past 25 years. The article unearths core issues and trends that have emerged in the various "literatur...</p>