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Publication
Práticas de gestão de recursos humanos e intenção de turnover : a diferenciação entre gerações
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| 6.89 MB | Adobe PDF |
Authors
Abstract(s)
O papel do fator humano tem-se tornado cada vez mais crucial para as empresas que procuram manter uma vantagem competitiva sobre os seus concorrentes. Os recursos humanos (RH) são atualmente o principal fator de diferenciação entre as organizações e são compostos por quatro gerações distintas de trabalhadores: Baby Boomers, Geração X, Geração Y, e Geração Z. Assim, o objetivo desta investigação é compreender quais as práticas de Gestão de Recursos Humanos (GRH) que têm maior importância para cada geração e determinar se os colaboradores percepcionam a importância destas práticas de acordo com o que acontece nas suas organizações. A amostra da investigação foi constituída por 222 participantes entre os 18 e 66 anos; a trabalhar em regime integral; com conhecimento de português. Foi adotada uma abordagem quantitativa, através da utilização de um um questionário, consistindo de uma introdução ao estudo, de escalas de GRH e caracterização sociodemográfica foi distribuído nas redes sociais e distribuído através de emails para diversas empresas. Os resultados revelam que os inquiridos atribuem um valor significativo às práticas de GRH, no entanto, também expressam um sentimento predominante de que estas práticas são ocasionalmente negligenciadas nos respectivos locais de trabalho. Para o Recrutamento e Segurança de Emprego, foi a geração Y que lhe deu maior importância, tal como a formação e progressão de carreira. Por outro lado, embora os Boomers tenham dado menor importância à avaliação de desempenho consideram-na muito importante, o que vai de encontro à revisão da literatura destes indivíduos. Para as recompensas, a importância tem vindo a crescer com as gerações mais novas embora todas as gerações valorizam as recompensas como forma de reconhecer o seu trabalho árduo. Por fim, para as práticas de trabalho flexíveis, foram os Boomers que deram uma menor pontuação, o que vai de encontro à revisão da literatura uma vez que este grupo geracional tende a permanecer no trabalho mais tempo relativamente às gerações mais novas.
Abstract: The role of the human factor has become increasingly crucial for companies seeking to maintain a competitive edge over their competitors. Human resources (HR) are currently the main differentiating factor between organizations and are made up of four distinct generations of workers: Baby Boomers, Generation X, Generation Y, and Generation Z. Therefore, this research aims to understand which Human Resource Management (HRM) practices are most important to each generation and to determine whether employees perceive the importance of these practices according to what happens in their organizations. The research sample consisted of 222 participants aged between 18 and 66; working full-time; with knowledge of Portuguese. A quantitative approach was adopted through the use of a questionnaire, consisting of an introduction to the study, HRM scales and sociodemographic characterization, which was distributed on social networks and emailed to various companies. The results show that the respondents attach significant value to HRM practices, however, they also express a predominant feeling that these practices are occasionally neglected in their respective workplaces. For Recruitment and Job Security, it was Generation Y that gave it the most importance, as well as training and career progression. On the other hand, although Boomers gave less importance to performance evaluation, they consider it to be very important, which is in line with the literature review of these individuals. For rewards, the importance has been growing with the younger generations, although all generations value rewards as a way of recognizing their hard work. Finally, for flexible working practices, it was the Boomers who gave the lowest score, which is in line with the literature review since this generational group tends to stay at work longer than the younger generations.
Abstract: The role of the human factor has become increasingly crucial for companies seeking to maintain a competitive edge over their competitors. Human resources (HR) are currently the main differentiating factor between organizations and are made up of four distinct generations of workers: Baby Boomers, Generation X, Generation Y, and Generation Z. Therefore, this research aims to understand which Human Resource Management (HRM) practices are most important to each generation and to determine whether employees perceive the importance of these practices according to what happens in their organizations. The research sample consisted of 222 participants aged between 18 and 66; working full-time; with knowledge of Portuguese. A quantitative approach was adopted through the use of a questionnaire, consisting of an introduction to the study, HRM scales and sociodemographic characterization, which was distributed on social networks and emailed to various companies. The results show that the respondents attach significant value to HRM practices, however, they also express a predominant feeling that these practices are occasionally neglected in their respective workplaces. For Recruitment and Job Security, it was Generation Y that gave it the most importance, as well as training and career progression. On the other hand, although Boomers gave less importance to performance evaluation, they consider it to be very important, which is in line with the literature review of these individuals. For rewards, the importance has been growing with the younger generations, although all generations value rewards as a way of recognizing their hard work. Finally, for flexible working practices, it was the Boomers who gave the lowest score, which is in line with the literature review since this generational group tends to stay at work longer than the younger generations.
Description
Dissertação apresentado à Escola Superior de Gestão do Instituto Politécnico de Castelo Branco para cumprimento dos requisitos necessários à obtenção do grau de Mestre em Gestão de Empresas.
Keywords
Práticas de Gestão de Recursos Humanos Baby Boomers Geração X Geração Y Geração Z Human resources management practices Baby Boomers Generation X Generation Y Generation Z