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A rotatividade de pessoas em unidades hoteleiras: o papel das práticas de gestão de recursos humanos
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Abstract(s)
A prestação de serviços é o fundamento do setor hoteleiro. Este setor vive sobretudo de mão-de-obra intensiva, da prestação de serviços, nos quais a interação com o cliente assume um papel fundamental. Porém, é um setor de atividade que enfrenta o problema de assegurar uma performance superior por parte dos seus RH, muitas vezes recrutados exclusivamente para períodos sazonais.
Geralmente, os RH deste setor são mal pagos e sujeitos a uma elevada taxa de rotatividade (Rogers & Slinn, 1993). A excelência na qualidade do serviço, vista como fonte de vantagem
competitiva, depende do desenvolvimento de efetivas e de eficientes práticas de Gestão de Recursos Humanos, procurando um cada vez maior comprometimento com os objetivos da organização. Neste sentido, cabe à Gestão de Recursos Humanos planear, organizar, desenvolver, coordenar e controlar um conjunto de técnicas capazes de promover o desempenho eficiente e eficaz de todos aqueles que colaboram com a organização.
Com este estudo pretende-se compreender a rotatividade de pessoas nas Unidades Hoteleiras do Grande Porto, procurando (1) conhecer as suas causas, (2) explorar as práticas de Gestão de Recursos Humanos desenvolvidas por UH do grande Porto e (3) explorar a influência que as mesmas possam exercer na rotatividade de pessoas. Este trabalho visa, ainda, (4) percecionar a perspetiva dos gestores de recursos humanos para esta temática e (5) perceber em que medida consideram ser um fator essencial para o sucesso organizacional.
No presente estudo é apresentada uma breve caraterização das unidades hoteleiras da nossa amostra, a caracterização das práticas de Gestão de Recursos Humanos desenvolvidas por cada unidade hoteleira e o papel da Gestão de Recursos Humanos no desenvolvimento dessas práticas. Os resultados deste trabalho permitiram aferir as principais causas e tendências de rotatividade, assim
como, conhecer a perceção dos responsáveis pelas funções de RH, relativamente ao futuro da Gestão de Recursos Humanos na hotelaria.
A uma amostra de 9 unidades hoteleiras foi realizada uma entrevista semiestruturada que permitiu concluir que (1) as principais causas de rotatividade são novas oportunidades de progressão de carreira e a conjuntura económica; (2) as práticas mais desenvolvidas são o recrutamento & seleção, a participação e envolvimento dos trabalhadores e o plano de formação; (3) todos os participantes
consideram que a Gestão de Recursos Humanos tem impacto na rotatividade de pessoas; (4) os elevados níveis de rotatividade na hotelaria tendem a manter-se; (5) a gestão de recursos humanos tende a ser, cada vez mais, uma gestão estratégica.
The provision of services is the foundation of the hospitality industry. This sector lives mainly in labor intensive hand, the provision of services in which the customer interaction plays a key role. However, it is an industry that is facing the problem of ensuring superior performance on the part of their HR often exclusively recruited for seasonal periods. Generally, the HR in this sector are poorly paid and subject to a high rate of turnover (Rogers & Slinn, 1993). The excellence in quality of service, seen as source of competitive advantage depends on the development of effective and efficient HRM practices, seeking an ever greater commitment to the organization's objectives. In this sense, it is the HRM plan, organize, develop, coordinate and control a set of techniques to promote the efficient and effective performance of all those who collaborate with the organization. This study aims to explore the practices of Human Resources Management developed by Hotel Units of Oporto, seeking to explore (1) the influence they can exert on the turnover of people, (2) understand the same turnover and (3) meet its causes. This work is also intended to (4) perceive the sensitivity of HR managers to this issue and (5) realize to what extent they consider to be a key factor in organizational success. In the present study is presented a brief characterization of the hotels units in our sample, the characterization of HRM practices developed by each hotel and the role of HRM in the development of these practices. The results of this study allowed assessing the main causes and turnover trends, as well as know the perception of those responsible for HR functions, for the future of HRM in the hospitality industry. A sample of 9 hotel units have been semi-structured interviewed and we have concluded that (1) the most developed practices are the recruitment & selection, participation and involvement of employees, retention of staff and the training plan; (2) all participants consider that HRM has an impact on turnover of people (3) the main causes of turnover are new opportunities for career progression and the economic situation; (4) turnover levels in hotels tend to remain; (5) the management of human resources tends to be increasingly strategic management.
The provision of services is the foundation of the hospitality industry. This sector lives mainly in labor intensive hand, the provision of services in which the customer interaction plays a key role. However, it is an industry that is facing the problem of ensuring superior performance on the part of their HR often exclusively recruited for seasonal periods. Generally, the HR in this sector are poorly paid and subject to a high rate of turnover (Rogers & Slinn, 1993). The excellence in quality of service, seen as source of competitive advantage depends on the development of effective and efficient HRM practices, seeking an ever greater commitment to the organization's objectives. In this sense, it is the HRM plan, organize, develop, coordinate and control a set of techniques to promote the efficient and effective performance of all those who collaborate with the organization. This study aims to explore the practices of Human Resources Management developed by Hotel Units of Oporto, seeking to explore (1) the influence they can exert on the turnover of people, (2) understand the same turnover and (3) meet its causes. This work is also intended to (4) perceive the sensitivity of HR managers to this issue and (5) realize to what extent they consider to be a key factor in organizational success. In the present study is presented a brief characterization of the hotels units in our sample, the characterization of HRM practices developed by each hotel and the role of HRM in the development of these practices. The results of this study allowed assessing the main causes and turnover trends, as well as know the perception of those responsible for HR functions, for the future of HRM in the hospitality industry. A sample of 9 hotel units have been semi-structured interviewed and we have concluded that (1) the most developed practices are the recruitment & selection, participation and involvement of employees, retention of staff and the training plan; (2) all participants consider that HRM has an impact on turnover of people (3) the main causes of turnover are new opportunities for career progression and the economic situation; (4) turnover levels in hotels tend to remain; (5) the management of human resources tends to be increasingly strategic management.
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Keywords
Rotatividade de pessoas Práticas de gestão de recursos humanos Unidades hoteleiras Gestores de recursos humanos Grande Porto Turnover Human resources management practices Hospitability units Human resource managemers