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Authors
Abstract(s)
Com o objetivo de sistematizar o conhecimento científico sobre a retenção de
colaboradores nos últimos 10 anos, este estudo apresenta uma revisão sistemática da
literatura que resulta numa análise global sobre a retenção nas organizações, no contexto
português e internacional.
Metodologicamente, implementaram-se critérios de seleção que direcionaram a
recolha da amostra. A amostra integra 188 documentos científicos escritos por 375
autores, publicados entre 2006-2015.
Os resultados obtidos inferem sobre a retenção: (1) global dos colaboradores; (2)
por setor de negócio; (3) no âmbito da diversidade humana; (4) por contexto
organizacional; (5) no âmbito das missões internacionais; (6) por funções; (7) por
dimensão da organização; (8) por geração.
Os fatores organizacionais são os que mais afetam a retenção, nomeadamente o
bom relacionamento com o superior hierárquico e com os colegas de trabalho. As práticas
de GRH com impacto positivo na retenção, estão associadas a processos, como
recrutamento e seleção, acolhimento e integração, desenvolvimento profissional (gestão
de desempenho, formação, gestão de carreiras), sistema de recompensas, cultura
organizacional e gestão da mudança.
Não obstante, outra conclusão expressa é a importância de implementar práticas
de retenção específicas, isto é, apropriadas à organização, ao contexto e aos interesses da
pessoa.
Na prática, o principal contributo é o suporte concedido, tanto aos profissionais
de GRH como aos profissionais com cargos de gestão de equipas, no desenvolvimento de
estratégias e procedimentos que melhorem a capacidade de retenção dos seus
colaboradores.
In order to systematize scientific knowledge about the employees retention in the last ten years, this study presents a systematic review of the literature, resulting in a global assessment about retention by organizations, in a Portuguese and international context. Methodologically, selection criteria was implemented to guide the collection of the sample. The sample is composed by 188 scientific documents, written by 375 authors, published between 2006 and 2015. The obtained results infer about retention: (1) employees in general; (2) by business sector; (3) within human diversity; (4) by organizational context; (5) within international missions; (6) by roles; (7) by company size; and (8) by generation. The organizational factors are the ones that most affect retention, specially the good relationship with hierarchical superior and colleagues. The HRM practices with good impact on retention, are associated to processes like selection and recruitment, reception and integration, professional development (performance management, training, career management), rewards system, organizational culture and managing change. Nonetheless, another expressed conclusion is the importance of implement specific retention practices, namely, appropriated to organization, to context and to personal interests. In practice, the main contribution is the granted support either to HRM professional as to team leaders, in the development of strategy and procedures to improve their worker retention ability.
In order to systematize scientific knowledge about the employees retention in the last ten years, this study presents a systematic review of the literature, resulting in a global assessment about retention by organizations, in a Portuguese and international context. Methodologically, selection criteria was implemented to guide the collection of the sample. The sample is composed by 188 scientific documents, written by 375 authors, published between 2006 and 2015. The obtained results infer about retention: (1) employees in general; (2) by business sector; (3) within human diversity; (4) by organizational context; (5) within international missions; (6) by roles; (7) by company size; and (8) by generation. The organizational factors are the ones that most affect retention, specially the good relationship with hierarchical superior and colleagues. The HRM practices with good impact on retention, are associated to processes like selection and recruitment, reception and integration, professional development (performance management, training, career management), rewards system, organizational culture and managing change. Nonetheless, another expressed conclusion is the importance of implement specific retention practices, namely, appropriated to organization, to context and to personal interests. In practice, the main contribution is the granted support either to HRM professional as to team leaders, in the development of strategy and procedures to improve their worker retention ability.
Description
Esta versão contém as críticas e sugestões dos elementos do júri
Keywords
Retenção Gestão de recursos humanos Revisão sistemática da literatura Boas práticas Retention Good practices Human resources management Systematical review of the literature