Abstract
People Management (PM) came up with the predominant factor of organizing and grouping people according to their skills, making a favorable move for organizations to be competitive in the market, whatever the niche. Even though it has great relevance to the competitiveness of organizations, it is possible to see that research and extension groups do not use it. The objective was to study how PM practices contribute to a group of research, extension and innovation. The research presents itself as a case study where a questionnaire was applied with 6 representatives of the research group and an application of semi-structured interview with the coordinating professor. The results presented showed that PM practices were used to better serve the group's purposes in order to use a set of techniques, methods and procedures to capture and maintain people, improving compliance with internal and external decisions to the group. It was also observed that the group implemented practices that favored the selection process, training, qualification and organizational learning. Thus, this study contributes to reinforce that PM practices can be implemented in organizations with a lean structure.
Highlights
The People Management (PM) practice permeates several aspects of a company, being directly involved in the processes of an institution, whatever the market niche it operates
There is a highlight in Bezerra's analyses, as he points out the entire selection process carried out by the group, showing that he was concerned with proportioning the best selection process, where the candidates are scored at each stage, highlighting their lived experiences
Given the difficulties found in the PM of research groups, the researches are essential to identify the best profile of candidates aiming at better organizational performance and to stand out with better results and publications
Summary
The People Management (PM) practice permeates several aspects of a company, being directly involved in the processes of an institution, whatever the market niche it operates. Some university organizations, such as research groups, use people management practices to attract new staff. There is a highlight in Bezerra's analyses, as he points out the entire selection process carried out by the group, showing that he was concerned with proportioning the best selection process, where the candidates are scored at each stage, highlighting their lived experiences. In this sense, given the difficulties found in the PM of research groups, the researches are essential to identify the best profile of candidates aiming at better organizational performance and to stand out with better results and publications. The objective of this work is to study how PM practices contributes to a group of research and innovation in a university
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