Valores organizacionais, modelos e práticas de gestão de pessoas e comprometimento organizacional: um estudo em empresas selecionadas do setor siderúrgico mineiro

Abstract

This study examined empirically the relationship among organizational values, models and practices human management resources and organizational commitment. The over-all population of this research consisted of 54 pig iron firms from the industrial park of Minas Gerais State. A survey was conducted using anonymous questionnaires. A convenient sample of employees (N =520) from 25 middle-sized industries, of 100 to 500 employees, according to criteria adopted byBrazilian Micro, Small and Meddle Business Support Service (SEBRAE) was collected. The study began with 48 indicators of organizational values from Oliveira and Tamayo (2004); Twenty itens of models and practices human management resources , adapted from Rousseau andArthur (1999) and eleven issues of organizational commitment from Meyer and Allen (1977). Applying exploratory factor analysis (principal components analysis PC) and confirmatory factor analysis (principal axis factoring PAF), were identified six of the eight factors oforganizational values. This analysis also confirmed two factors of models and practices human management resources and similarly two factors of organizational commitment, that were interpreted in light of the respectives theories. By way of structural equations modeling, a modelof causal relations among latent variables of organizational values, models and practices human management resources and organizational commitment were established. This model illustrates the relationships between the constructs. The results revealed a significant, positive and moderate relationship among the three constructs investigated, providing consistency to the hypothetic model proposed. Thus, specifically, Organizational values were positively related as to modelsand practices human management resources as to organizational commitment. The implications of this study are that it is essential to nourish organizational values among managers and cultivateemployees commitment in their organizations, by introducing innovative models and practices of human management resources. At last, this research suggests the need not only to refine the organizational values instruments but also the commitment scales.