Abstract

VELOSO, Ana  and  KEATING, José. Human resource management in high technology sme’s. Psicologia [online]. 2008, vol.22, n.1, pp.35-58. ISSN 0874-2049.

The authors examine Human Resource Management (HRM) practices using data from three case studies of high technology entrepreneurial sme’s in Portugal and the implementation process and impact on organizational performance that these practices have. The objectives of the study were to: (1) Describe HRM and identify HRM practices used in the organization; (2) Understand how decisions were made concerning adoption of new HRM practices and; (3) Explore the perception of the primary decisions makers and employees with the organization and their acceptance of HRM systems and practices. We verify that development of HRM practices were incrementally implemented as problems arose in A, whereas in B they were implemented in a complete set from the beginning. General agreement throughout the organization of the importance of the HRM function. Recognition of the HRM impact on organizational performance are explained differently in each organization: In organization A, HRM function adds value to organization through customers’ perceptions of employees' satisfaction; In organization B, HRM motivates workers, which is an expected outcome of HRM practices, and should increase organizational efficiency (i.e. “better work in fewer hours”). In organization C, on a different stage of maturity, HRM function is mainly an administrative function but employees and main decisors recognise HRM potential value, by, for future organization development. The factors who in some way limit the HRM practices impact are, at external level, the market (clients and competitors) and at internal level, work organization and the internal coherence of HRM systems, specially the internal harmonization of the practices and with the organizational strategy The data produced with case studies comparison are unexpected and relevant. The HRM nature is characterized as a function of strong negotiable component and as a management of conflicts. The perception of utility changed in function of the specialization degree of the HRM function: higher on organizations A and C, lower at organization B. These results suggest that: Formal HRM practices (i.e. those which are “prescribed” and “official”) that are similar across organizations can yield different social results. Trust-building practices are an important element in the process through which HRM impacts organizational performance. HRM has to implement a developmental process through which workers can understand and accept HRM practices to have a sustained impact on organizational performance.

Keywords : human resources management; organizational performance; case studies.

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