Portuguese Management Between Global Rhetoric and Local Reality: The Case of Human Resource Management
01 Oct 2006-Management Research: Journal of the Iberoamerican Academy of Management (Emerald Group Publishing Limited)-Vol. 4, Iss: 3, pp 193-204
TL;DR: In this paper, the authors examine the ways in which global HRM rhetoric meets Portuguese reality and find that the gap between rhetoric and reality is not a specific human resource management (HRM) feature, the disconnection between discourse and action seems to have reached unusual stages.
Abstract: Although the gap between rhetoric and reality is not a specific human resource management (HRM) feature, the disconnection between discourse and action seems to have reached unusual stages in this case. Not much is known about HRM in Portugal, but it is clear that Portuguese academics and practitioners have extensively adopted the global HRM rhetoric. With an environment apparently unfavorable to the HRM normative model, this paper examines the ways in which global HRM rhetoric meets Portuguese reality.
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TL;DR: In this paper, the authors explore the differences between HRM and IR and argue that neither the HRM nor IR fields seem able to incorporate the strengths of the other, despite the fact that IR and HRM are different views of the same set of phenomena.
Abstract: Since the 1970-BOs, employment relationships in the western world have been influenced by the emergence of human resource management (HRM) which has, to some degree, challenged the existing order- industrial relations (IR). The debate resulting from the emergence of HRM has kept the academic presses churning. At one Level, there is a 'co-existence' debate which explores the likelihood that HRM will supplant IR. At another Level, debate focuses on the 'distinctiveness' of HRM from IR and/or personnel management theory. However, the debates between the HRM and IR fields have only been intra-discourse; HRM literature has been almost silent on the subject of IR, while IR has had little to say about HRM. This, despite the fact that it could be argued that IR and HRM are simply different views of the same set of phenomena. Neither the HRM nor IR fields seem able to incorporate the strengths of the other. By mapping the underlying paradigms of these two fields, this paper explores the question: 'What makes the fields of HRM and IR unable to articulate?'
178 citations
TL;DR: In this article, the authors look at the tensions and conflict between work and family life that arise from work intensification in higher education, in the particular context of Portuguese academe, and find that these tensions are mainly felt by women particularly mothers of dependent children.
Abstract: Purpose – The paper looks at the tensions and conflict between work and family life that arise from work intensification in higher education, in the particular context of Portuguese academe. Drawing on the concept of work‐family culture, the paper aims to discuss its influence on the level of work‐family conflict and the effectiveness of work‐family policies.Design/methodology/approach – The study was conducted in a Portuguese university. Data were collected from 32 in‐depth interviews with faculty members from different backgrounds and affiliations.Findings – The preservation of traditional gender roles in the family as well as a work‐family culture that is largely family‐unfriendly helps to understand the tensions and conflict between academic work and family life. These tensions are mainly felt by women particularly mothers of dependent children. The data also suggest that work‐family policies are fruitless unless they are supported by a positive work‐family culture.Research limitations/implications – ...
110 citations
Cites background from "Portuguese Management Between Globa..."
...), the gap between “haves” and “have-nots” is widening raising new tensions that are challenging the values and the fabric of Portuguese society and questioning the traditional management approaches to people management ( Cabral-Cardoso, 2006...
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01 Sep 2009-Canadian Journal of Administrative Sciences-revue Canadienne Des Sciences De L Administration
TL;DR: In this paper, a study of corporate websites was conducted to understand how gender equality as an institutionalized societal discourse shapes the meanings attached to diversity management, and discuss the power effects of this intertwining.
Abstract: The notion of diversity management (DM) has in recent years spread out from its Anglo-American origins. However, few studies have theorized how alternate discourses established in particular societal contexts can challenge penetration of the organizational agenda by DM discourse. Based on a study of corporate websites, we offer a description of DM discourse in Finnish companies. We show how gender equality as an institutionalized societal discourse shapes the meanings attached to DM, and discuss the power effects of this intertwining. For the burgeoning research on diversity management, the Finnish case illuminates how a gender egalitarian context affects the inclusion of certain manifestations of diversity (and its management), while excluding others. Copyright © 2009 ASAC. Published by John Wiley & Sons, Ltd.
50 citations
TL;DR: In this paper, the authors assess the extent to which Portuguese companies have incorporated equality and diversity-related issues into their management discourse, and examine the prevalent rhetoric on these matters, finding that there are significant differences in the adopted rhetoric according to the origin of the ownership control (native vs foreign) and the intended audience (local vs global).
Abstract: Purpose – The purpose of this paper is to assess the extent to which Portuguese companies have incorporated equality‐ and diversity‐related issues into their management discourse, and examine the prevalent rhetoric on these matters.Design/methodology/approach – A comprehensive content analysis of the web sites of the 500 largest companies plus the 20 best companies to work for in Portugal, in 2005, according to the ranking of The Great Place to Work® Institute Portugal.Findings – The analysis of the web site data shows that equality and diversity rhetoric mirrors, to a large extent, the dominant US discourse and ignores the necessary adaptation to the local context. However, there are significant differences in the adopted rhetoric according to the origin of the ownership control (native vs foreign) and the intended audience (local vs global). Native owned companies with web sites intended to a local audience tend to ignore diversity issues altogether.Research limitations/implications – The study was limi...
16 citations
01 Jan 2016
TL;DR: In fact, it is common to find references in the literature to a dichotomy of analysis and perceptions between academics and practitioners (Gates & Langevin, 2010; Buller & McEvoy, 2012; Winkler et al., 2013) as mentioned in this paper.
Abstract: Human resources management (HRM) has been an object of study and reflection at both theoretical and practical levels. In fact, it is common to find references in the literature to a dichotomy of analysis and perceptions between academics and practitioners (Gates & Langevin, 2010; Buller & McEvoy, 2012; Winkler et al., 2013). The considerable intensification of research in this field is a consequence of diverse debates which emerged around the concept and object of HRM (Legge, 1995; Kaufman, 2001; Gates & Langevin, 2010). Among these debates are questions such as: the transverseness attributed to HRM in the organizational field (Paawe, 1996; Keating et al., 2000; Ribeiro, 2003; Cunha et al., 2010); and the connection between HRM and organizational performance (Wright et al., 2005; Prowse & Prowse, 2010; Stavrou et al., 2010; Buller & McEvoy, 2012; Sirca et al., 2013; Bednall et al., 2014).
10 citations
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TL;DR: In this article, it is argued that if the concept is to have any social scientific value, it should be defined in such a way as to differentiate it from traditional personnel management and to allow the development of testable hypotheses about its impact.
Abstract: Human resource management (HRM) is a term which is now widely used but very loosely defined. In this paper it is argued that if the concept is to have any social scientific value, it should be defined in such a way as to differentiate it from traditional personnel management and to allow the development of testable hypotheses about its impact. Based on theoretical work in the field of organizational behaviour it is proposed that HRM comprises a set of policies designed to maximize organizational integration, employee commitment, flexibility and quality of work. Within this model, collective industrial relations have, at best, only a minor role. Despite the apparent attractions of HRM to managements, there is very little evidence of any quality about its impact. Furthermore very few UK organizations appear to practise a distinctive form of HRM, although many are moving slowly in that direction through, for example, policies of employee involvement.
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