Artículos de revistas
URI permanente para esta colecciónhttps://hdl.handle.net/20.500.12640/4067
Examinar
2 resultados
Resultados de la búsqueda
Ítem Acceso Abierto Strategic HR?: a study of the perceived role of HRM departments in Brazil and Peru(Associação Nacional de Pós-Graduação e Pesquisa em Administração, 2009-03-01) Coda, Roberto; Roux Valentini Coelho César, Ana Maria; Bido, Diógenes de Souza; Louffat, EnriqueThis study discusses the perceived role of the Human Resource Management Department and its perceived capacity of outstanding performance by comparing data collected in Brazil and Peru from employees of large organizations as well as participants in MBA programs at renowned schools. The non-probabilistic sample was composed of 416 Brazilian and 90 Peruvian respondents. The results point out that both in Brazil and Peru, the relevance attached to the HRM Department role for contributing to the future success of organizations does not correspond to its current capacity of performance. As such, in these realities the HRM Department has not yet made the qualitative leap that would enable its strategic role in organizations.Ítem Acceso Abierto Corporation José R. Lindley: Balanced Scorecard implementation(Universidad del Rosario, 2008-05-22) Jáuregui Machuca, Kety Lourdes; Santana Ormeño, Jorge MartínJosé R. Lindley Corporation is one of the most important organizations that operates in the country with a prestigious tradition in the market of sodas trough its leader brand “Inca Kola”. This enterprise has as its main character keeping in the vanguard of the sector, demonstrating a high competitive level in the recent years. With the aim of keeping its leadership, facing successfully the diffi cult environment of the local market and entering international markets, José R. Lindley Corporation has constantly worried about incorporating management philosophies and tools that allow guaranteeing its sustainability in the time with a vision about the future. In this sense, it decided to implement a Balanced Scorecard (BSC), as a tool to measure and improve its productivity and effi ciency, in the framework of its corporative strategy. In other words, the BSC facilitated monitoring the degree of accuracy in the implementation of its strategy. In this context, the case illustrates how the process of the implementation of a BSC in José R. Lindley Corporation was performed, showing the complexity of the process that involved fi nancial resources and an important dedication of the organization, specially those ones who comes from the High Direction and the Information Systems Area to provide technological support. In addition, the case shows how it is possible to translate a strategy into a group of objectives and specifi c measures trough the BSC. Based on the cause-effect relation, it links the objectives with its respective indicators, strategic initiatives and corresponding plans of action.
