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- Attraction and Retention Strategies: What Matters to the Millennial?Publication . Martins, Dora; Silva, Susana; Mendes, AureaThe labor market is suffering many changes and transformations putting several challenges to human resources management. One of the biggest challenges is related to the attraction and retention of employees to work in several activity sectors and to retain the talent in the organisations. In particular, hospitality and technology sectors have seen robust growth since the pandemic-induced. This study aims to explore the strategies for attracting and retaining millennials. More specifically, to understand the challenges of multigenerational management, and to understand the strategies used by organisations to meet the needs and interests of the millennial generation. A qualitative exploratory study was conducted using a semi-structured interview with 17 Human resources managers. Data were analysed according to thematic analysis procedures. The results showed that university partnerships are the preferred practice for attracting millennials, work-life balance, benefits, organisational culture, investment in professional development, feedback, and recognition are the main attraction and retention strategies. Participants consider the millennial Generation to be committed, and the biggest challenge in managing generational diversity is linked to the demand and impatience of millennials. In conclusion, human resources managers should consider the generation characteristics to adequate and update their human resources practices.
- The importance of shift work: the hospitality sectorPublication . Martins, Dora; Amaro, Sofia; Silva, SusanaThis study explores the importance of shift work in the organizational context of the hospitality sector. To answer its four research objectives: (1) to identify the degree of satisfaction with the shift work regime; (2) to characterize individual motivations for doing shift work; (3) to understand the impact of shift work on the worker’s physical, mental, social well-being and family environment and (4) to identify the willingness for choosing shift work a survey was developed, published online and it gathered the answers of 153 shift workers in the hospitality sector. The results indicate that the main motivation to work in shifts is related to the requirement of the function itself. The degree of satisfaction of workers doing shift work tends to decrease when they evaluate their satisfaction with the balance between work life and the other dimensions - personal, family, and social life. Most respondents say that if they could choose, they would not work in shifts, considering its negative effects on their physical and mental wellbeing, as well as on their family and social well-being. From the results obtained, we will contribute to the literature on shift work by showing the need for greater organizational support, be it at the level of physical conditions of work or the level of benefits promoting social well-being for this category of workers.
- Tendencies on reward practices and employees’ satisfaction level: evidence from portuguese companiesPublication . Martins, Dora; Silva, SusanaThe purpose of this research is to characterize the reward practices existing in Portuguese companies through the reward systems developed by these companies. Therefore, it was identified what include systems rewards on Portuguese companies and explored what type of rewards is more valued by employees. Survey data were collected from 146 Portuguese companies representing different sizes and business sectors operating in Portugal and 94 employees from two companies. A quantitative study was conducted to evaluate the hypothesis of the study. The findings show that 1) the rewards based on seniority systems are currently in disuse, unlike rewards systems based on job/position, performance and skills; 2) a combination of monetary and non-monetary rewards are the most valued by companies; 3) there is a predominance of variable compensation in reward systems of the companies as well as mixed incentives (individual and group); 4) there is a predominance of the short-term incentives in the reward system; 5) the annual bonus is the most common incentive; 6) the predominant benefit is the assignment of mobile phone and health insurance; 7) the satisfaction with the rewards system is lower in female employees; 8) the employee’s seniority is not related with the satisfaction of the rewards system; 9) the higher satisfaction with the rewards system is founded in the employees with higher educational qualifications; and 10) the satisfaction with the reward system seems equal in employees with more and less than 45 years of age. Theoretical and practical implications as well as and future research directions are discussed.
- Práticas de gestão de recursos humanos em PME’s portuguesasPublication . Martins, DoraO presente estudo tem como principal objectivo caracterizar as práticas de Gestão de Recursos Humanos mais desenvolvidas em pequenas e médias empresas (PME’s) portuguesas. Embora parte integrante de uma investigação mais ampla, a qual resultou numa dissertação de mestrado que pretendeu estudar as práticas de Gestão de Recursos Humanos (GRH) nas empresas de média dimensão do distrito de Aveiro, este estudo pretende apresentar uma das suas principais dimensões de análise. De referir que a investigação inicial abrangia o conceito de média empresa (de 50 a 500 trabalhadores). No entanto, e para conferir originalidade ao estudo que agora se apresenta publicamente, a realidade empírica em estudo foi circunscrita às denominadas PME’s (50 a 249 trabalhadores). Para melhor contextualizar a realidade objecto de estudo, tomou-se como ponto de partida a abordagem teórica sobre as diferentes fases evolutivas do conceito e conteúdo da GRH e, consequentemente, a sua caracterização no nosso país. Adicionalmente é analisado o papel que o departamento de recursos humanos assume no desenvolvimento da GRH no interior das PME’s através da disseminação que faz das suas diferentes práticas, previamente identificadas a partir da revisão de literatura analisada. A partir da literatura revista foi identificado um conjunto de 21 práticas de GRH como as mais comummente desenvolvidas em contexto organizacional. Dado ser objectivo principal perceber se a GRH das PME’s portuguesas acompanha a tendência evolutiva desta disciplina de gestão a nível internacional, fez-se a diferenciação entre aquelas que são consideradas práticas tradicionais e práticas estratégicas de GRH. Delimitado ao distrito de Aveiro, de um universo constituído por 613 empresas, foi aplicado um inquérito por questionário, via postal, tendo sido recolhidos 111 questionários válidos. A análise dos resultados permite concluir que não obstante predominarem em Portugal as PME’s, estas apresentam pouca intensidade no desenvolvimento de práticas de GRH, ao mesmo tempo que se apresentam como limitadoras do grau de intervenção do departamento de RH, no desenvolvimento dessas práticas. Há, portanto, motivos para propor alguns desafios de mudança à GRH vigente neste grupo de empresas, ainda muito dependente dos processos burocrático-administrativos na gestão do recurso mais dinâmico das organizações: as pessoas. É ainda longo o caminho a percorrer para que se possa falar numa efectiva gestão estratégica de recursos humanos nas PME’s portuguesas. Contudo, os primeiros passos estão dados. Este estudo permitiu não só uma primeira aproximação a um conjunto de PME’s portuguesas bem como a obtenção de maior conhecimento da função recursos humanos das PME’s estudadas. As principais conclusões extraídas deste estudo pretendem ser um importante input que auxilie as empresas portuguesas com esta tipologia a melhorarem a sua eficiência no domínio da GRH.
- Investment in human capital in the context of the Europe 2020 strategyPublication . Diaconescu, Laura-Maria; Martins, DoraThis paper aims at analysing the investment in human capital required by the achievement of Europe 2020 objectives, respectively, an intelligent economic growth through more efficient investment in education, research and innovation, and the steps taken by Romania in this endeavour. The research was based on models, methodologies and assessment indicators of the human capital, used internationally. The research techniques that have enabled this scientific approach were: investigating secondary data and content analysis of the key reports and studies of international organisations such as: World Bank – Human Development Reports, World Economic Forum, Eurostat and UNCTAD statistics and publications, Eurobarometers and EU reports on human capital etc. The originality of this work lies in the fact that the research results allow the identification of the malfunctions, and therefore of the main action directions.
- The competences in the digital era in the tourism and hospitality sectorPublication . Neves, Cátia; Silva, Susana; Martins, DoraCurrently, due to the Fourth Industrial Revolution, the world has been witnessing several changes at the technological level, which have been reflected in the way a society should operate, namely those organizations in the Tourism and Hospitality sector. Thus, these organizations are facing challenges, both in terms oftheir professionals’ skills and in terms of the products and services offered. The main objective of this study is to characterize the changes in the level of skills needed by professionals in the Tourism and Hospitality sector, while bearing in mind their perception of the new challenges brought by the actual Industrial Revolution. More specifically, to characterize the strategies used, and technical and relational challenges that organizations face in this new Era. In this study, the qualitative methodology was assumed, through the realization of semi-structured interviews, to twelve hospitality professionals in the north of Portugal. The interviews were transcribed verbatim and analysed according to Grounded Theory principles. The results of the study indicate that this Digital Era has brought changes to the skills needed by professionals in this sector. In addition to the necessary technical skills to perform each function, personal and interpersonal skills are becoming increasingly important. These skills, compared to technology, add more value, which in turn allows the hotel establishments to differentiate from one another. These findings are really relevant for both professionals in this sector and professionals in education systems. For the former, they can support the management of the business, as well as define the way the organizations operate. Concerning the educational professionals, they can adapt to the needs the sector has, regarding the skills that should be learned and developed throughout the students' academic path.
- Paradoxes in tourism and hospitality sectors: From worklife balance to work-life conflict in shift workPublication . Martins, Dora; Silva, SusanaIn the present research, we examine the relationship between shift work and work-to-family balance in the tourism and hospitality sectors. To answer this, the main research objective is to understand the implications of shift work on the work-to-family balance, specifically (1) to explore how the work and family life of shift workers are reconciled between both, (2) to know the shift workers perception about work-to-family balance, and (3) to identify work-to-family balance practices which are promoted by tourism and hospitality organizations. We use a mixed methodology approach through a quantitative approach and a semi-structured interview for the qualitative approach. It applied a questionnaire for 100 human resources professionals from hotels in the north of Portugal and made 20 semi-structured interviews with employees, who are working in tourism and hospitality organizations. The results reveal a certain association between shift work and work-to-family balance, with different results for parents or no parents, as well as results indicate that there is a relative concern of organizations on promoting work-to-family balance practices. From the results obtained, we will contribute to the literature on shift work by showing that conciliation practices help mitigate this work-to-family conflict, especially in the tourism and hospitality sectors.
- Gestão do talento em organizações da Península IbéricaPublication . Martins, Dora; Cruz, Rita MoreiraParte II − Boas práticas de gestão de talento
- Human capital in the knowledge-based society - comparative analysis: Romania-PortugalPublication . Martins, Dora; Dindire, Laura-MariaThe current economic crisis has rushed even more the economists’ concerns to identify new directions for the sustainable development of the society. In this context, the human capital is crystallised as the key variable of the creative economy and of the knowledge-based society. As such, we have directed the research underlying this paper to identifying the most eloquent indicators of human capital to meet the demands of the knowledge-based society and sustainable development as well as towards achieving a comprehensive analysis of the human capital in the EU countries, respectively of a comparative analysis: Romania - Portugal. To carry out this paper, the methodology used is based on the interdisciplinary triangulation involving approaches from the perspective of human resource management, economy and economic statistics. The research techniques used consist of the content analysis and investigation of secondary data of international organisations accredited in the field of this research, such as: the United Nation Development Programme - Human Development Reports, World Bank - World Development Reports, International Labour Organisation, Eurostat, European Commission’s Eurobarometer surveys and reports on human capital. The research results emphasise both similarities and differences between the two countries under the comparative analysis and the main directions in which one has to invest for the development of human capital.
- Knowledge management in multinational companies: the repatriates’ role in the competitive advantage in subsidiariesPublication . Martins, Dora; Tomé, EduardoThis paper addresses the topic of knowledge management in multinational companies (MNCs). Its purpose is to examine the role of expatriates in knowledge acquisition and transfer within MNCs. Specifically it focuses on knowledge acquisition and transfer from one MNC head office located in Germany to two Portuguese subsidiaries as a basis for competitive advantage in their Portuguese subsidiaries. A qualitative research methodology is used, specifically through an exploratory case study approach, which examines how international assignments are important for the role of expatriates In knowledge acquisition and transfer between foreign head offices and their Portuguese subsidiaries. The data were collected through semi structured interviews to 10 Portuguese repatriates from two Portuguese subsidiaries of one foreign MNC. The findings suggest that the reasons that lead to expatriating employees from Portuguese subsidiaries to foreign head offices are connected to (1) knowledge management strategies to development the subsidiary’s performance; (2) new skills and knowledge acquisition by future team leaders and business/product managers in Portuguese subsidiaries; (3) procuring knowledge, from agents in head office, to be disseminated amongst co-workers in Portuguese subsidiaries; (4) acquiring global management skills, impossible to acquire locally and; (5) developing global projects within MNC. Also our results show that knowledge acquisition and transfer from foreign head office, through subsidiaries’ expatriates, contributes directly to the Portuguese subsidiaries’ innovation, improved performance, competitive advantage and growth in the economic sectors in which they operate. Moreover, evidence reveals that expatriation is seen as a strategy to fulfil some of the main organisational objectives through their expatriates (e.g., create new products and business markets, develop and incorporate new organisational techniques and processes, integrate global teams within multinational corporation with a responsibility on the definition of global objectives). The results obtained suggest that expatriates have a central role in acquiring and transferring strategic knowledge from MNC head office to their subsidiaries located in Portugal. Based on the findings, the paper discusses in detail the main theoretical and managerial implications. Suggestions for further research are also presented. The study’s main limitation is the small size of the sample, but its findings and methodology are quite original and significant.