NOVOS MODELOS ORGANIZACIONAIS E REPERCUSSÕES NA GESTÃO DOS RECURSOS HUMANOS: ESTUDO DE CASO EM SALVADOR-BA

Abstract

The transformations in the workplace have propelled new organizational models, reflecting on managerial practices and resource management (DRUCK, 1999; MENDES, 1997; VELOSO, 1999). This study was aimed analyze an organization belonging to the service sector and the strategies used by such organization in the management of human resources. The investigation followed a cross sectional design and it was structured in two distinct moments. The results indicate that the organizational model is typical of the productive reorganization – a central structure with few workers and contractors. In addition, the organization resembles the simple model (Robbins) and presents some characteristics of the machine metaphor (Morgan). Lastly, the strategies for human resources management, taking into consideration the adopted leadership style, have had an impact on the organizational atmosphere, which was evaluated by the employees as being positive. Nevertheless, the strategies for human resources development– evaluation of performance and salary – do not correspond to the preconceived standard based on current conceptions about human management.