Práticas de Gestão de Pessoas: Uma Análise a Partir da Percepção de Gerentes e não Gerentes
DOI:
https://doi.org/10.7769/gesec.v6i1.426Palavras-chave:
Gestão de pessoas, comunicaçãoResumo
Mesmo havendo um consenso de que as práticas de Gestão de Pessoas (GP) ofereçam benefícios tanto no curto quanto no médio-longo prazo, parte da literatura aponta que os investimentos nestas práticas se concentram nos cargos mais elevados de uma organização. Neste artigo, buscamos identificar como estas práticas são percebidas por empregados ocupantes de cargos gerenciais e não-gerenciais. Para a realização do estudo investigamos 131 empregados de duas diferentes instituições financeiras, um banco de varejo privado e uma cooperativa de crédito. Os dados foram analisados quantitativamente, onde dois grupos: um formado por gerentes e outro de não-gerentes foram relacionados com quatro práticas de GP: reconhecimento e estímulos; integração; comunicação; e treinamento, constructos resultantes de uma Análise Fatorial Exploratória (AFE). Os resultados indicam que os profissionais com cargos gerenciais, maior percepção das práticas de GP adotadas. A prática “treinamento” apresentou a média mais elevadas de percepção do que as demais práticas, independentemente do cargo. Observamos ainda, que o nível de percepção da prática de “treinamento” é maior em gerentes de bancos privados do que gerentes de cooperativas de crédito. Como os estudos desta natureza tendem em se concentrar na análise de práticas isoladas, este estudo contribui para o entendimento de um conjunto de práticas e de sua relação com diferentes níveis hierárquicos.
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