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Como o salário emocional pode influenciar satisfação no trabalho? Um estudo no contexto dos Gestores de Projetos portugueses
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Num contexto marcado por uma crescente competitividade e globalização, a gestão estratégia de recursos
humanos assume um papel essencial na consolidação do posicionamento estratégico das organizações.
Entre as práticas emergentes, destaca-se o Salário Emocional (SE) - um conceito recentemente
abordado na literatura que abrange os benefícios não financeiros oferecidos pelas empresas aos colaboradores.
Apesar de existirem estudos que destacam a importância do SE na promoção da felicidade dos
colaboradores, não foram identificados estudos específicos que incidam sobre os Gestores de Projetos
em Portugal.
Este estudo tem como objetivo analisar o impacto do Salário Emocional na Satisfação no Trabalho destes
profissionais, considerando os efeitos individuais de cada uma das dimensões do SE. Para o efeito,
foi aplicado um questionário online aos gestores de projetos em Portugal, recorrendo às escalas de SE
propostas por Quintero-Arango e Betancur-Arias (2018), bem como à escala de Satisfação no Trabalho
desenvolvida por Macdonald e MacIntyre (1997).
A amostra final é constituída por 100 respostas válidas. A análise dos dados incluiu uma Análise Fatorial
Exploratória (AFE) e uma Análise de Equações Estruturais (AEE), aplicada às dimensões do SE, tanto
de forma agregada como desagregada.
Os resultados obtidos indicam que, enquanto modelo agregado, o salário emocional influencia positiva
e significativamente a satisfação no trabalho dos gestores de projetos portugueses. Contudo, quando se
procede à análise desagregada das dimensões do SE, verifica-se que apenas as dimensões Estratégica e
Motivação apresentam efeitos significativos sobre a Satisfação no Trabalho destes profissionais.
Estes resultados têm implicações práticas para organizações que desejam fomentar a satisfação dos seus
colaboradores, em particular dos Gestores de Projetos portugueses, indicando que nem todos os benefícios
não financeiros têm o mesmo valor percebido – alguns são claramente mais valorizados do que
outros.
In an increasingly competitive and globalized context, strategic human resources management plays a critical role in strengthening the strategic positioning of organizations. Among the emerging practices, the concept of Emotional Salary (ES) has gained prominence. This concept, recently addressed in the literature, encompasses the non-financial benefits that companies offer to their employees. Although existing studies highlight the relevance of ES in fostering employee well-being, there is a lack of research specifically focusing on Project Managers in Portugal. This study aims to examine the impact of Emotional Salary on the Job Satisfaction of these professionals, considering the individual effects of each ES dimension. To achieve this, an online questionnaire was administered to project managers in Portugal, employing the ES scales developed by Quintero- Arango and Betancur-Arias (2018), along with the Job Satisfaction scale designed by Macdonald and MacIntyre (1997). The final sample comprised 100 valid responses. Data analysis involved both Exploratory Factor Analysis (EFA) and Structural Equation Modeling (SEM), applied to the ES dimensions in both aggregated and disaggregated formats. The results indicate that, as an aggregate construct, Emotional Salary has a positive and statistically significant impact on the job satisfaction of Portuguese project managers. However, when analyzing the disaggregated dimensions of ES, only the Strategic and Motivation dimensions demonstrate a significant effect on job satisfaction. These findings have practical implications for organizations seeking to enhance employee satisfaction, particularly among Portuguese Project Managers. They suggest that not all non-financial benefits are perceived equally – some are clearly more valued than others.
In an increasingly competitive and globalized context, strategic human resources management plays a critical role in strengthening the strategic positioning of organizations. Among the emerging practices, the concept of Emotional Salary (ES) has gained prominence. This concept, recently addressed in the literature, encompasses the non-financial benefits that companies offer to their employees. Although existing studies highlight the relevance of ES in fostering employee well-being, there is a lack of research specifically focusing on Project Managers in Portugal. This study aims to examine the impact of Emotional Salary on the Job Satisfaction of these professionals, considering the individual effects of each ES dimension. To achieve this, an online questionnaire was administered to project managers in Portugal, employing the ES scales developed by Quintero- Arango and Betancur-Arias (2018), along with the Job Satisfaction scale designed by Macdonald and MacIntyre (1997). The final sample comprised 100 valid responses. Data analysis involved both Exploratory Factor Analysis (EFA) and Structural Equation Modeling (SEM), applied to the ES dimensions in both aggregated and disaggregated formats. The results indicate that, as an aggregate construct, Emotional Salary has a positive and statistically significant impact on the job satisfaction of Portuguese project managers. However, when analyzing the disaggregated dimensions of ES, only the Strategic and Motivation dimensions demonstrate a significant effect on job satisfaction. These findings have practical implications for organizations seeking to enhance employee satisfaction, particularly among Portuguese Project Managers. They suggest that not all non-financial benefits are perceived equally – some are clearly more valued than others.
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Gestores de Projeto Salário Emocional Satisfação no Trabalho