The Organizational Socialization in Strategic Human Resources Management in the Mozambican Public Sector
DOI:
https://doi.org/10.31211/interacoes.n48.2025.a5Keywords:
Human resources, Organizational socialization, Strategic management, Public servantsAbstract
This study sought to describe the insertion of organizational socialization in Strategic Human Resource Management (SHRM) practices, considering its historical institutional trajectory in the context of the Mozambican public sector. It highlights the landmarks of the regulations that guide the integration of individuals in the work environment, and explores the innovations recently introduced in this regard by the General Statute of State Employees and Agents. It is qualitative research, descriptive in relation to events supported by Human Resource Management (HRM) practices, as well as exploratory on how the socialization of public servants has been viewed. Methodologically, a systematic review of the literature on the subject was carried out first. Next, source of normative documents approved between 1975-2023 was surveyed and convenience interviews were conducted with employees of the Ministry of State Administration and Civil Service regarding the HRM process in Mozambique, both of which were subjected to content analysis. Results indicate the carrying out of different administrative reforms, however, organizational socialization was late expressed in the regulations on public service, a fact that contributes to the scarcity of initiatives that configure effective practices that favor the adequate and harmonious integration of employees, compromising the contributory potential of these norms.
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