SILVA, J. C.; http://lattes.cnpq.br/2662228445421268; SILVA, Josenilda Cândido da.
Resumen:
In an increasingly more competitive market, organizations are constantly being challenged to innovate and to develop practices which boost their results. In this scenario, an area which has stood out in new methods of becoming a business partner is Human Resources, which has long stopped being a simply bureaucratic area, acting in an operational and tactical mode, to give way to strategic vision and acting. Today, organizations need practices and tools which exercise the competencies, talents and leadership, which will consequently lead to financial gain. This work studies the perception of the HR and Line managers about the HR strategic acting aligned to the organization strategy, through a case study performed in a furniture and appliances retail sector company X. Through a role model created by ULRICH (1998), which amis at identifying what is the prevailing HR strategic role in the organization, we were able to capture the managers perception about the HR strategic acting, and through a semi structured interview adapted from OLIVEIRA.R (2009), we were able to verify the strategic acting from the actions performed by the HR according to information provided by the HR coordinator. The study was classified as quali-quantitative as it used a semi structured interview and a questionnaire application as instruments. For the interview analysis, we performed the descriptive analysis of the HR coordinator speech, relating it to the theoretical bases. For the questionnaire analysis, we used a descriptive statistics parameter called median. We observed that according to the view of the HR coordinator, all HR roles fit perfectly in the strategic model. Nevertheless, in the view of the line managers, the employee advocate role is not being performed so strategically.
