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Abstract(s)
O Employer Branding (EB) é uma ferramenta recente, considerada uma estratégia e uma vantagem acentuada para atrair e reter colaboradores nas organizações. Por isso, procuramos perceber como as unidades hoteleiras utilizam no seu estilo laboral algumas práticas de EB, de modo a proporcionar uma maior atração e retenção dos colaboradores. Com o despoletar de uma pandemia, associada ao novo coronavírus (COVID- 19), o setor da hotelaria enfrenta obstáculos sem precedentes. Inseridas num dos setores mais afetados pela crise pandémica, a sobrevivência das unidades hoteleiras depende da sua capacidade de adaptação aos novos desafios que se avizinham.
Para a realização do presente estudo, foi utilizada uma metodologia de caráter qualitativo, em que se realizaram entrevistas semiestruturadas a onze responsáveis de RH, dois indivíduos do sexo masculino e nove do sexo feminino, com idade média de trinta e oito anos, de onze unidades hoteleiras ou grupos hoteleiros. Os dados foram analisados de acordo com os procedimentos da análise temática.
Os principais resultados sugerem que as organizações começam a dar cada vez mais importância aos colaboradores e a Gestão de Recursos Humanos (GRH) tem vindo a fazer progressos no que diz respeito à preocupação existente para com os colaboradores. Além disso, foi possível concluir que nos hotéis em estudo, e, para fazer face aos problemas e desafios com que se deparam na gestão quotidiana, cada vez mais estas organizações apostam em práticas de atração e retenção. Finalmente, também foi possível perceber as mudanças ocorridas nos hotéis em estudo quer decorrentes da gestão do quotidiano quer as que se relacionam com as alterações exigidas pela pandemia.
Desta forma, podemos concluir a necessidade de os hotéis se reposicionarem no sentido de redefinirem estratégias/práticas de apoio aos seus colaboradores.
Employer Branding (EB) is a recent tool, considered a marked strategy and advantage to attract and retain employees in organizations. Therefore, we sought to understand how hotel units use some EB practices in their working style, in order to provide greater attraction and retention of employees. With the outbreak of a pandemic, associated with the new coronavirus (COVID-19), the hospitality industry is facing unprecedented obstacles. As one of the sectors most affected by the pandemic crisis, the survival of hotel units depends on their ability to adapt to the new challenges ahead. This study used a qualitative methodology, in which semi-structured interviews were conducted with eleven HR managers, two males and eight females, with an average age of thirty-eight years, from eleven hotel units or hotel groups. Data were analyzed according to thematic analysis´ procedures. The main results suggest that organizations are increasingly beginning to give more importance to employees and Human Resource Management (HRM) has been making progress regarding the existing concern for employees. Furthermore, it was possible to conclude that, in the hotels under study, and in order to face the problems and challenges in their daily management, these organizations are increasingly investing in attraction and retention practices. Finally, it was also possible to understand the changes that have occurred in the hotels under study, both arising from the day-to-day management and those related to the changes required by the pandemic. In this way, we can conclude the need for hotels to reposition themselves in order to redefine strategies/practices to support their employees.
Employer Branding (EB) is a recent tool, considered a marked strategy and advantage to attract and retain employees in organizations. Therefore, we sought to understand how hotel units use some EB practices in their working style, in order to provide greater attraction and retention of employees. With the outbreak of a pandemic, associated with the new coronavirus (COVID-19), the hospitality industry is facing unprecedented obstacles. As one of the sectors most affected by the pandemic crisis, the survival of hotel units depends on their ability to adapt to the new challenges ahead. This study used a qualitative methodology, in which semi-structured interviews were conducted with eleven HR managers, two males and eight females, with an average age of thirty-eight years, from eleven hotel units or hotel groups. Data were analyzed according to thematic analysis´ procedures. The main results suggest that organizations are increasingly beginning to give more importance to employees and Human Resource Management (HRM) has been making progress regarding the existing concern for employees. Furthermore, it was possible to conclude that, in the hotels under study, and in order to face the problems and challenges in their daily management, these organizations are increasingly investing in attraction and retention practices. Finally, it was also possible to understand the changes that have occurred in the hotels under study, both arising from the day-to-day management and those related to the changes required by the pandemic. In this way, we can conclude the need for hotels to reposition themselves in order to redefine strategies/practices to support their employees.
Description
Keywords
Employer Branding Práticas de Atração Práticas de retenção Hotelaria Attraction practices Retention practices Hospitality