Publication: R&D managers’ adaptation of firms’ HRM practices
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2009-06
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Elsevier
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Abstract
The heads of R&D departments are those most responsible for the adaptation of firms’ human
resource management (HRM) practices to the idiosyncrasies of their departments. From their
description, this paper analyzes the HRM practices in R&D departments and the adaptation
achieved in four different firms. The data suggest that the main adaptations are produced
primarily in recruiting and organizing the work of R&D personnel. In contrast to suggestions
in the specialized literature, less adaptation is found in other HRM practices analyzed
(managerial support and degree of delegation, compensation and career plans). Psychological
theories of procedural justice and social comparison can improve our understanding of such
results. The organizational structure affects the reference group for such comparisons and,
consequently, the R&D managers’ capacity to adapt such practices. Based on these arguments,
the delegation of HRM practices to R&D departments will enhance the degree of adaptation
of such policies
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Keywords
R&D, Research and development, Human resource management
Bibliographic citation
R & D Management, 2009, v. 39, n. 3, pp. 271-290