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A transformação digital tem-se afirmado como um dos principais motores de mudança
nas organizações contemporâneas, impulsionando alterações profundas nos modelos de
gestão, na cultura organizacional e na forma como o trabalho é concebido e executado.
Neste contexto, a gestão de recursos humanos (GRH) surge como uma das áreas mais
impactadas, assumindo um papel determinante na adaptação e integração das tecnologias
digitais nos processos de gestão de pessoas.
A presente dissertação tem como objetivo analisar de que forma a transformação digital
tem inovado os processos, práticas e estratégias de GRH, e qual o seu impacto no
desempenho organizacional e na cultura empresarial. Através da introdução de
ferramentas digitais, como o People Analytics, a GRH tem vindo a redefinir o seu papel
estratégico, promovendo uma maior agilidade, eficiência e suporte à tomada de decisão.
Com vista a uma compreensão mais abrangente e aprofundada do fenómeno, este estudo
adota uma abordagem metodológica de natureza mista, integrando métodos qualitativos
e quantitativos. Na vertente qualitativa, foram realizadas entrevistas semiestruturadas a
profissionais da área de recursos humanos, permitindo recolher perceções diretas sobre
os desafios, oportunidades e transformações observadas no contexto organizacional. Já
na vertente quantitativa, foi aplicado um questionário a um conjunto alargado de
profissionais da área, com o intuito de analisar tendências, níveis de digitalização e
impactos práticos das ferramentas tecnológicas nas suas funções.
Os resultados obtidos revelam uma mudança significativa no papel dos departamentos de
recursos humanos, com um movimento progressivo de digitalização que tem permitido
otimizar processos, reduzir tarefas administrativas e aumentar o foco estratégico das
equipas. Contudo, o estudo evidencia também alguns desafios relevantes, como a
necessidade de reforçar competências digitais, de promover a adaptação cultural e de
garantir uma implementação ética e equilibrada das tecnologias emergentes.
Em síntese, este trabalho contribui para o debate científico sobre a transformação digital
na GRH, destacando a importância de alinhar inovação tecnológica, estratégia
organizacional e valorização humana. As conclusões reforçam que a digitalização,
quando acompanhada de uma gestão eficiente da mudança, pode constituir um fatorchave
de vantagem competitiva e sustentabilidade organizacional.
Digital transformation has emerged as one of the main drivers of change in contemporary organizations, leading to profound shifts in management models, organizational culture, and the way work is designed and executed. In this context, Human Resource Management (HRM) has been particularly affected, assuming a decisive role in adapting and integrating digital technologies into people management processes. This dissertation aims to analyse how digital transformation is reshaping HRM processes, practices, and strategies, as well as its impact on organizational performance and corporate culture. Through the introduction of digital tools such as People Analytics, HRM has been redefining its strategic role, fostering greater agility, efficiency, and datadriven decision-making. To achieve a comprehensive and in-depth understanding of the phenomenon, this study adopts a mixed-methods approach, combining qualitative and quantitative techniques. Within the qualitative dimension, semi-structured interviews were conducted with human resource managers and professionals, allowing for the collection of direct insights into the challenges, opportunities, and transformations taking place in organizational contexts. On the quantitative side, a survey was applied to a broader group of HR professionals, with the purpose of analysing trends, levels of digitalization, and the practical impact of technological tools on their work. The findings reveal a significant transformation in the role of HR departments, characterized by an ongoing digitalization process that has optimized procedures, reduced administrative workload, and strengthened the strategic focus of HR teams. However, the study also highlights important challenges, including the need to enhance digital competencies, foster cultural adaptation, and ensure an ethical and balanced implementation of emerging technologies. In conclusion, this research contributes to the scientific discussion on digital transformation within HRM, emphasizing the importance of aligning technological innovation with organizational strategy and human-centered values. The results confirm that digitalization, when accompanied by effective change management, can become a key driver of competitive advantage and organizational sustainability.
Digital transformation has emerged as one of the main drivers of change in contemporary organizations, leading to profound shifts in management models, organizational culture, and the way work is designed and executed. In this context, Human Resource Management (HRM) has been particularly affected, assuming a decisive role in adapting and integrating digital technologies into people management processes. This dissertation aims to analyse how digital transformation is reshaping HRM processes, practices, and strategies, as well as its impact on organizational performance and corporate culture. Through the introduction of digital tools such as People Analytics, HRM has been redefining its strategic role, fostering greater agility, efficiency, and datadriven decision-making. To achieve a comprehensive and in-depth understanding of the phenomenon, this study adopts a mixed-methods approach, combining qualitative and quantitative techniques. Within the qualitative dimension, semi-structured interviews were conducted with human resource managers and professionals, allowing for the collection of direct insights into the challenges, opportunities, and transformations taking place in organizational contexts. On the quantitative side, a survey was applied to a broader group of HR professionals, with the purpose of analysing trends, levels of digitalization, and the practical impact of technological tools on their work. The findings reveal a significant transformation in the role of HR departments, characterized by an ongoing digitalization process that has optimized procedures, reduced administrative workload, and strengthened the strategic focus of HR teams. However, the study also highlights important challenges, including the need to enhance digital competencies, foster cultural adaptation, and ensure an ethical and balanced implementation of emerging technologies. In conclusion, this research contributes to the scientific discussion on digital transformation within HRM, emphasizing the importance of aligning technological innovation with organizational strategy and human-centered values. The results confirm that digitalization, when accompanied by effective change management, can become a key driver of competitive advantage and organizational sustainability.
Descrição
Palavras-chave
Recursos humanos (RH) Transformação digital Gestão de recursos humanos (GRH) People analytics Ferramentas digitais Impacto organizacional Inovação Entrevistas Questionário Digital transformation Human resource management (HRM) People Analytics Organizational impact Innovation Interviews Survey