The evolving Portuguese model of HRM

Abstract

In Europe, despite the process of European integration and the globalization of world markets, considerable differences can still be detected in the way organizations manage people and the role played by the HR function. But, while there has been considerable debate over the introduction of HRM in countries like the UK, less attention has been paid to countries like Portugal where the role of HRM remains under-researched. This paper reports the findings of a project aiming to make sense of the concept of HRM in Portugal. Results from a survey of companies found an extensive use of the HRM label among Portuguese organizations. The function seems to have gained some influence at the top and reached some degree of strategic integration, but there is an apparent reluctance to devolve HR responsibilities to line managers. The HR function appears to be playing the specialist role as a means of overcoming the credibility gap. Based on the findings of the current and previous research, an attempt is made to outline a Portuguese HRM model.

Keywords:

• HRM
• HR function
• HRM label
• devolvement
• specialist role
• Portugal

Acknowledgements

The research reported in this paper was partly supported by FCT (Fundação para a Ciência e a Tecnologia), Lisbon (Project PIHM/P/GES/15116/1999). Comments provided by Professor Chris Brewster on an earlier version of this paper are gratefully acknowledged. The author, however, is solely responsible for all findings and conclusions.