This paper investigates the relation between Human Resources Management (HRM) and\ninnovation/performance in four firms operating in the Information Technology sector. A\nqualitative multiple case study methodology was used, and data collection included a\ndocumentary information analysis, and semi-structured interviews were held with HRM and\ninnovation-related functions. The main results revealed that HRM practices are related to the\nbest innovation and performance outputs. Moreover, some sector-specific HRM practices-\nInnovation/performance relations were found, with which prepositions are proposed. There\nis a high level of recruitment and selection, as well as compensation (salary, benefits and nonfinancial\npay) practices due to the increasing need for these professionals in the labor market.\nConsidering the generalization of compensation and benefits practices in the IT sector, it\nseems that the production of patents/utility models in organisations is more related to the\ninvestment in training and development, then to compensations and benefits practices. Few\nHRM practices that focus on promoting autonomy and self-management have a positive effect\non innovation and can be at least as effective as a wider number of corporate HRM practices.\nThis study contributes to the HRM relation to innovation performance literature, by its\nqualitative and longitudinal nature, the use of objective innovation and performance\nmeasures, and the prepositions specific to the IT sector that are suggested for future\nvalidation.
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