Elaine Rabelo Neiva

Bio: Elaine Rabelo Neiva is an academic researcher from University of Brasília. The author has contributed to research in topics: Exploratory factor analysis & Confirmatory factor analysis. The author has an hindex of 12, co-authored 67 publications receiving 581 citations. Previous affiliations of Elaine Rabelo Neiva include Universidade Católica de Brasília.

Human resources management policies and practices scale (HRMPPS): exploratory and confirmatory factor analysis

Abstract: Given the strategic relevance of Human Resources Management (HRM) in organizations and the lack of scientific instruments to measure employees’ perceptions about policies and practices of HRM, this study aimed to validate the Human Resources Management Policies and Practices Scale (HRMPPS) through exploratory and confirmatory factor analysis using the maximum likelihood method. The study has a quantitative design, but also included qualitative analysis required for the development of a scale. Employees from various organizations composed a sample of 632 people. Scale reliability was assessed by Cronbach’s alpha and Joreskog’s rho. A six-factor model was generated showing high-reliability and good fit. Construct validity was provided through convergent and discriminant analyses. The factors were consistent with the literature review and explained about 58% of the construct’s total variance. This study contributes to the scientific production in the area of Human Resources Management since HRMPPS can be used not only in relational studies but also as an evaluation instrument by managers who wish to improve their employees’ well-being as well as organizational outcomes.

Validación de una Escala de Actitudes ante el Cambio Organizacional Attitudes towards Organizational Change: Validation of a Scale

Abstract: Individual attitudes toward organizational change seem to be one of the most pervasive factors in individual resistance to change processes. This resistance to change in its turn

Using Multivariate Statistics

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Invisible colleges : diffusion of knowledge in scientific communities

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Conceptualization and measurement of organizational readiness for change: a review of the literature in health services research and other fields.

Abstract: Health care practitioners and change experts contend that organizational readiness for change is a critical precursor to successful change implementation. This article assesses how organizational readiness for change has been defined and measured in health services research and other fields. Analysis of 106 peer-reviewed articles reveals conceptual ambiguities and disagreements in current thinking and writing about organizational readiness for change. Inspection of 43 instruments for measuring organizational readiness for change reveals limited evidence of reliability or validity for most publicly available measures. Several conceptual and methodological issues that need to be addressed to generate knowledge useful for practice are identified and discussed.

Human Resource Management and Industrial Relations

Abstract: you have excellent communication skills, the ability to manage relationships with diverse stakeholders, a commitment to helping people and organisations improve performance? Do you also have the ability to handle details and see the big picture? If so a career in human resource management and industrial relations could be for you. The first port of call for many job applications is the human resources department of an organisation or a recruitment consultancy. Industrial relations experts are called in when employers and unions are in dispute about wages and conditions. But recruitment and bargaining are just two of many roles that human resource management and industrial relations (HRM & IR) professionals are involved in. Other roles include those of change management, strategic planning , training and development, and remuneration. Human resource management is about managing people so that businesses are competitive and successful. To do this in a fast-changing global economy, HRM & IR professionals keep up with issues and trends that affect employment relationships the labour market and economics, the product or service market, the political environment, environmental concerns, technological change, employment regulations, organisational psychology and social trends. The human resource management (HRM) function of an organisation manages the individual aspects of the employment relationship-from employee recruitment and selection to international employment relations, salaries and wages. HRM is a complex blend of science and art, creativity and common sense. At one level, HR practice draws on economics, psychology, sociology, anthropology, political studies, and strategic and systems thinking. At an operational level, success depends on interpersonal relationships. HR professionals are often the \" go to \" people in an organisation for advice and information. When things go wrong employees rely on the integrity and ability of HRM staff to manage and advise on issues without taking sides. They may also train and develop staff to ensure the business performs well, that it meets its goals and continually improves within legislative frameworks. HRM practitioners also keep up-to-date with legislation and analyse contemporary employment issues. Industrial relations is also a multidisciplinary field that studies the collective aspects of the employment relationship. It is increasingly being called employment relations (ER) because of the importance of non-industrial employment relationships. IR has a core concern with social justice through fair employment practices and decent work. People often think industrial relations is about labour relations and unionised employment situations, but it is more than that. Industrial relations …

Armstrong\'s handbook of human resource management practice / Michael Armstrong

Abstract: Armstrong's Handbook of Human Resource Management Practice is the bestselling, definitive text for all HRM students and professionals. Providing a complete resource for understanding and implementing HR in relation to the needs of the business as a whole, it contains in-depth coverage of all the key areas essential to the HR function such as employment law, employee relations, learning and development, performance and reward. Accessible and to the point as ever, this fully updated 14th edition includes emerging theory and practice, embracing the most current thinking on engagement, talent management and leadership development. With updated case studies and references to academic journals, professional magazines and recent research and surveys, it also includes coverage of new approaches to topics such as job evaluation and pay structures. Armstrong's Handbook of Human Resource Management Practice is aligned with the Chartered Institute of Personnel and Development (CIPD) professional map and standards, with the sections meeting CIPD learning outcomes now even clearer than before. Comprehensive online support material for instructors, students and HR managers are included. Resources for students and professionals include multiple-choice-questions, flash cards, case studies, further reading and a glossary of HRM terms. The lecturers' manual contains session notes, discussion questions, a literature review and a complete set of PowerPoint slides.