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A perceção e importância das práticas de gestão de recursos humanos na retenção de talentos : um estudo empírico
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Abstract(s)
Num contexto organizacional marcado pela escassez de talento, crescente mobilidade profissional e alterações demográficas, a retenção de colaboradores qualificados é um desafio estratégico para a Gestão de Recursos Humanos (GRH). Esta investigação teve como objetivo analisar a perceção dos colaboradores sobre as práticas de GRH implementadas nas suas organizações e avaliar a importância atribuída a essas práticas no contexto da retenção de talentos. Foram estabelecidos os seguintes objetivos específicos: i) identificar as principais práticas de GRH que influenciam a retenção de talentos; ii) analisar a perceção dos colaboradores sobre a eficácia das práticas de GRH implementadas na sua organização; iii) avaliar a relação entre as perceções das práticas de GRH e a intenção de permanência dos colaboradores na organização; iv) determinar a
importância atribuída pelos colaboradores às diferentes práticas de GRH em relação à sua retenção; v) analisar a variação na importância das práticas de GRH entre as diferentes gerações. Os dados foram recolhidos através de um questionário disponibilizado online, tendo-se obtido 248 respostas válidas. Os critérios de inclusão consideraram participantes com vínculo laboral ativo, independentemente do setor de atividade ou tipo de contrato. A amostragem foi não probabilística por conveniência, sendo a divulgação do questionário realizada através das redes sociais e contactos institucionais. A distribuição geracional dos respondentes foi a seguinte: Geração Z (8%), Geração Millennials (54%), Geração X (25%) e Baby Boomers (13%). Os resultados revelam discrepâncias estatisticamente significativas (p < 0,001) entre a perceção dos colaboradores e a importância atribuída às práticas de GRH
implementadas na organização. Concluiu-se ainda que as gerações Millennials e X, apresentam menor compromisso organizacional, refletindo uma maior predisposição para a mudança. Entre os principais motivos que poderiam motivar uma mudança de emprego, todas as gerações atribuíram maior importância à remuneração e ao equilíbrio entre vida pessoal e profissional. Apesar dos contributos relevantes deste estudo, reconhece-se que a representatividade desigual de algumas gerações na amostra, bem como a inserção ainda recente da geração Z no mercado de trabalho, poderão ter influenciado parcialmente a análise comparativa entre grupos etários. Para futuras investigações, sugere-se a utilização de metodologias qualitativas complementares, bem como a inclusão de variáveis relacionadas com a mobilidade internacional, de modo a aprofundar a compreensão dos fatores que influenciam a retenção de talento entre diferentes perfis geracionais.
Abstract: In an organizational context marked by talent scarcity, increasing professional mobility, and demographic changes, retaining qualified employees has become a strategic challenge for Human Resource Management (HRM). This study aimed to analyze employees’ perceptions of HRM practices implemented in their organizations and to assess the importance attributed to these practices in the context of talent retention. The following specific objectives were established: (i) to identify key HRM practices that influence talent retention; (ii) to analyze employees’ perceptions regarding the effectiveness of HRM practices implemented in their organization; (iii) to evaluate the relationship between employees’ perceptions of HRM practices and their intention to remain in the organization; (iv) to determine the importance attributed by employees to various HRM practices in relation to their retention; and (v) to analyze the variation in the importance of HRM practices across different generations. Data collection was conducted through an online questionnaire, yielding 248 valid responses. Inclusion criteria considered participants with an active employment relationship, regardless of sector or contract type. The sampling method was non-probabilistic and based on convenience, with the questionnaire disseminated through social media and institutional contacts. The generational distribution of respondents was as follows: Generation Z (8%), Millennials (54%), Generation X (25%), and Baby Boomers (13%). The results reveal statistically significant discrepancies (p < 0.001) between employees’ perceptions and the importance they assign to the HRM practices implemented in their organizations. It was also concluded that Millennials and Generation X show lower organizational commitment, reflecting a greater openness to change. Regarding the main reasons that could lead to a job change, all generations assigned the highest importance to remuneration and work-life balance. Despite the relevant contributions of this study, it is acknowledged that the unequal representation of some generations in the sample, as well as the relatively recent entry of Generation Z into the labor market, may have partially influenced the comparative analysis between age groups. For future research, it is suggested to use complementary qualitative methodologies, as well as to include variables related to international mobility, in order to deepen the understanding of the factors that influence talent retention across different generational profiles.
Abstract: In an organizational context marked by talent scarcity, increasing professional mobility, and demographic changes, retaining qualified employees has become a strategic challenge for Human Resource Management (HRM). This study aimed to analyze employees’ perceptions of HRM practices implemented in their organizations and to assess the importance attributed to these practices in the context of talent retention. The following specific objectives were established: (i) to identify key HRM practices that influence talent retention; (ii) to analyze employees’ perceptions regarding the effectiveness of HRM practices implemented in their organization; (iii) to evaluate the relationship between employees’ perceptions of HRM practices and their intention to remain in the organization; (iv) to determine the importance attributed by employees to various HRM practices in relation to their retention; and (v) to analyze the variation in the importance of HRM practices across different generations. Data collection was conducted through an online questionnaire, yielding 248 valid responses. Inclusion criteria considered participants with an active employment relationship, regardless of sector or contract type. The sampling method was non-probabilistic and based on convenience, with the questionnaire disseminated through social media and institutional contacts. The generational distribution of respondents was as follows: Generation Z (8%), Millennials (54%), Generation X (25%), and Baby Boomers (13%). The results reveal statistically significant discrepancies (p < 0.001) between employees’ perceptions and the importance they assign to the HRM practices implemented in their organizations. It was also concluded that Millennials and Generation X show lower organizational commitment, reflecting a greater openness to change. Regarding the main reasons that could lead to a job change, all generations assigned the highest importance to remuneration and work-life balance. Despite the relevant contributions of this study, it is acknowledged that the unequal representation of some generations in the sample, as well as the relatively recent entry of Generation Z into the labor market, may have partially influenced the comparative analysis between age groups. For future research, it is suggested to use complementary qualitative methodologies, as well as to include variables related to international mobility, in order to deepen the understanding of the factors that influence talent retention across different generational profiles.
Description
Dissertação apresentada 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
Retenção de talentos Práticas de gestão de recursos humanos Gerações no trabalho Fatores motivacionais Mercado de trabalho Expetativas de trabalho Talent retention Human resource management Generations in the workplace Motivational factors Labor market Job expectations