Influência dos papéis desempenhados pela gestão de pessoas, da intenção estratégica de inovar e do comportamento inovador na inovação organizacional e de processos dos Institutos Federais do Rio Grande do Sul

Abstract

The objective of this work was to analyze the influence of the roles assigned to the Human Resources, the strategic intention to innovate and to study the innovative behavior in organizational and process innovation at the Federal Institutes of Education, Science and Technology of Rio Grande do Sul. To do so, it starts from the perspective of the Model of Multiple Roles to be played by the People Management area, from the perspective that sustains that the strategic intention to innovate is one of the determining factors of the innovation capacity of organizations and propositions about innovative behavior, on organizational innovation and, finally, on process innovation. The research strategy was to carry out a survey. A sample of 375 respondents was obtained, considering a population of 5334 civil servants, a number within the predicted minimum with a sampling error of 5% and a 95% confidence level, value used as a minimum parameter, since the sample was collected in a non-probabilistic way and for convenience. The analytical techniques used were descriptive analysis, confirmatory factor analysis and, finally, multiple regression analysis and compliance with the model validity assumptions. As main findings, the results indicate that the people management roles of employee advocate and change agent, in addition to the strategic intention to innovate and innovative behavior, are statistically significant with regard to organizational innovation in the context of the Federal Institutes of Rio Grande do Sul. For these same institutions, the results indicate that the roles of administrative specialist and change agent, in addition to the strategic intention to innovate, significantly impact on process innovation. So that the perceptions regarding innovation in these organizations can be improved, qualifying the performance of human resources management within the perspective of the role of strategic partner is one of the possibilities of action for the management of these organizations. As future possibilities, it is suggested to expand the application of the study to Federal Institutes that go beyond the barriers of the State of Rio Grande do Sul, considering that cultural aspects can be decisive in this type of analysis. In addition, new human management resources assessment tools can be built to meet the public service context, especially in Brazil.