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- 4.0 Leadership Skills in Hospitality SectorPublication . Santos, Vasco; Pinto Dos Reis, Isabel; Sampaio, Marta CorreiaThis paper intends to analyses leadership skills in the hospitality sector in the era of 4.0 industry. The purpose is to explore the role of multi‐level forms of leadership and the profiles identified by the hospitality professionals. This is a quantitative study based on an online survey applied to two hotels, and the following research question have guided the present study: What are the 4.0 Leadership Skills in the hospitality sector? To answer the research question, the main technique to collect data was a questionnaire allowing to investigate the main issues related to 4.0 leadership skills. The results of the research are the identification of the leadership skills profiles, being this research significant for managers and leaders when developing organizational interactions from a multi‐level efficacy perspective. The conceptual contribution of the paper is a fresh macro‐analytical perspective concerning 4.0 leadership skills in the hospitality sector.
- 4.0 Leadership Skills in Hospitality SectorPublication . Sousa, Maria José; Santos, Vasco; Sacavém, António; Pinto Dos Reis, Isabel; Sampaio, Marta CorreiaThis paper intends to analyses leadership skills in the hospitality sector in the era of 4.0 industry. The purpose is to explore the role of multi‐level forms of leadership and the profiles identified by the hospitality professionals. This is a quantitative study based on an online survey applied to two hotels, and the following research question have guided the present study: What are the 4.0 Leadership Skills in the hospitality sector? To answer the research question, the main technique to collect data was a questionnaire allowing to investigate the main issues related to 4.0 leadership skills. The results of the research are the identification of the leadership skills profiles, being this research significant for managers and leaders when developing organizational interactions from a multi‐level efficacy perspective. The conceptual contribution of the paper is a fresh macro‐analytical perspective concerning 4.0 leadership skills in the hospitality sector.
- EMPLOYER BRANDING: FROM THE TRADITIONAL PERSPECTIVE TO DIGITAL APPROACHPublication . Santos, Vasco; Pinto dos Reis, Isabel; Correia Sampaio, Marta; Martinho, Filipa; Cardoso, Jorge RioThis study performs a literature review into employer branding, from a traditional perspective to a current digital approach. As we are now living in a Digital Age, and the new work generations are already born digital it is crucial to find ways to communicate with them. Employer Branding concept, although it has been around for a few years, it is still a concept with a lot to explore, in the sense of strengthening the relationship between the departments that deal with it and, above all, the search for tools needed to disseminate it. This study intends to facilitate that path, by presenting an exhaustive literature review of both, concept and models of Employer Branding, as a way to promote the research in the area.
- Strategic Talent Management: The Impact of Employer Branding on the Affective Commitment of EmployeesPublication . Santos, Vasco; Pinto Dos Reis, Isabel; Martinho, Filipa; Martinho, Domingos; Sampaio, Marta CorreiaIn a globalization context, underlined by the speed of technological transformation and increasingly competitive markets, the perspective of human capital, as an asset of strategic importance, stands out in differentiating human resource practices. Under this reality, the employer branding (EB) concept gains more and more importance as a strategic tool to attract, retain, and involve human capital, given that this has become a source of competitive advantage to companies. Within this context, this study aimed to evaluate the relationship between employer branding strategies implemented by organizations, as well as their impact on the employee’s affective commitment, evident in certain organizational cultures, which are sustained over time. The methodological framework applied to this study is quantitative, and the data collection was carried out with the application of an employer branding and an affective commitment questionnaire. To achieve a good representation of the active population, the sample of the quantitative study was composed of 172 individuals, working in the public and private sectors in Portugal, exercising different positions in the different sectors of activity. Results obtained with these techniques indicate a high level of affective organizational commitment (AOC) of employees in the organizations surveyed, suggesting that affective commitment develops when the individual becomes involved and identifies with the organization.
- Employer Branding Applied to SMEs: A Pioneering Model Proposal for Attracting and Retaining TalentPublication . Santos, Vasco; Pinto Dos Reis, Isabel; Sampaio, Marta Correia; Martinho, FilipaMost business enterprises are small and medium-sized enterprises (SMEs), and many of them are without a human resource and recruitment department. Thus, one of the challenges that organizations currently face is to find a strategy to retain and attract talent. To overcome this difficulty, enterprises must invest in employer branding policies and be aware of the factors that differentiate them from others when attracting employees. This study aims to develop an employer branding model applicable to SMEs, to increase and enhance the attraction and retention of talents. An exploratory approach based on a quantitative perspective was adopted to develop an employer branding model applied to SMEs, with two major reference employer branding models and frameworks used as the main support. The model of employer branding was applied to SMEs regarding four dimensions, whereby essential questions are asked, namely (1) organizational culture (e.g., do employees have a job description aligned with the corporate culture?), (2) company strategy (e.g., what is the strategy if business volume decreases?), (3) company reputation (e.g., how do you perceive and treat negative feedback?), and (4) reward systems (e.g., do you feel that your employees are motivated intrinsically or extrinsically or both?), ordered by layers based on a logical sequence. The new proposed model is expected to serve as a useful strategic tool and as a basis for attracting, retaining and managing talent, specifically in the SMEs context. This new model provides a set of strategic and competitiveness benefits for SMEs, while contributing to making enterprises more profitable. The model also contributes to SMEs having a better image and reputation, enabling them to stand out from others in the war for talent.
- Strategic Talent Management: The Impact of Employer Branding on the Affective Commitment of EmployeesPublication . Alves, Patrícia; Santos, Vasco; Pinto Dos Reis, Isabel; Martinho, Filipa; Martinho, Domingos; Sampaio, Marta Correia; José Sousa, Maria; Au-Yong-Oliveira, ManuelIn a globalization context, underlined by the speed of technological transformation and increasingly competitive markets, the perspective of human capital, as an asset of strategic importance, stands out in di erentiating human resource practices. Under this reality, the employer branding (EB) concept gains more and more importance as a strategic tool to attract, retain, and involve human capital, given that this has become a source of competitive advantage to companies. Within this context, this study aimed to evaluate the relationship between employer branding strategies implemented by organizations, as well as their impact on the employee’s a ective commitment, evident in certain organizational cultures, which are sustained over time. The methodological framework applied to this study is quantitative, and the data collection was carried out with the application of an employer branding and an a ective commitment questionnaire. To achieve a good representation of the active population, the sample of the quantitative study was composed of 172 individuals, working in the public and private sectors in Portugal, exercising di erent positions in the di erent sectors of activity. Results obtained with these techniques indicate a high level of a ective organizational commitment (AOC) of employees in the organizations surveyed, suggesting that a ective commitment develops when the individual becomes involved and identifies with the organization.
- Employer Branding: The Power of Attraction in the EB GroupPublication . Santos, Vasco; Monteiro, Beatriz; Martinho, Filipa; Pinto Dos Reis, Isabel; Sousa, Maria JoséEmployer branding of companies, organisations, and firms have recently been in focus as an essential dimension in the process of recruitment facilitating the attraction and retention the best talents. The purpose of this study is to examine the power of attraction of the EB Group, as an employer brand, considering the perception that students who attend higher education have about it. A self-administered survey was collected from 100 university students in Portugal. The results show that the EB Group has a strong brand. Furthermore, it is also an organization recognized not only for the quality of its products, as well as for the concern for customers. This study also proposes some managerial implications for companies, CEO`s, human resources and marketing directors, and further research directions within this article
- EMPLOYEE REWARDS AND MOTIVATION IN PORTUGUESE MERCIESPublication . Santos, Vasco; Correia Sampaio, Marta; Martinho, Filipa; Pinto dos Reis, IsabelGoal – This study aims to investigate the influence of rewards on work motivation in Portuguese mercies. Method - To achieve our goal a quantitative descriptive study was carried out based on an online survey. A convenience sample of 132 collaborators of the Portuguese mercies was used. Results - The results show that intrinsic task and knowledge rewards as well as extrinsic social rewards have a positive impact on autonomous motivation. Discussion - There was no significant evidence regarding the impact of intrinsic and extrinsic rewards on controlled motivation. Having found that perceptions of intrinsic rewards are more positive than those of extrinsic rewards; and, that employees have higher levels of autonomous motivation than controlled motivation. Conclusion - The present study allowed us to assess which rewards had the greatest impact on mercies employees’ motivation, contributing to the understanding of the most appropriate instruments for an effective management of human resources motivation in these institutions.
- EMPLOYEE REWARDS AND MOTIVATION IN PORTUGUESE MERCIESPublication . Santos, Vasco; Correia Sampaio, Marta; Pinto dos Reis, Isabel; Martinho, FilipaGoal – This study aims to investigate the influence of rewards on work motivation in Portuguese mercies. Method - To achieve our goal a quantitative descriptive study was carried out based on an online survey. A convenience sample of 132 collaborators of the Portuguese mercies was used. Results - The results show that intrinsic task and knowledge rewards as well as extrinsic social rewards have a positive impact on autonomous motivation. Discussion - There was no significant evidence regarding the impact of intrinsic and extrinsic rewards on controlled motivation. Having found that perceptions of intrinsic rewards are more positive than those of extrinsic rewards; and, that employees have higher levels of autonomous motivation than controlled motivation. Conclusion - The present study allowed us to assess which rewards had the greatest impact on mercies employees’ motivation, contributing to the understanding of the most appropriate instruments for an effective management of human resources motivation in these institutions.
- Employer Branding Applied to SMEs: A Pioneering Model Proposal for Attracting and Retaining TalentPublication . Monteiro, Beatriz; Santos, Vasco; Pinto Dos Reis, Isabel; Sampaio, Marta Correia; Sousa, Bruno; Martinho, Filipa; José Sousa, Maria; Au-Yong-Oliveira, ManuelMost business enterprises are small and medium-sized enterprises (SMEs), and many of them are without a human resource and recruitment department. Thus, one of the challenges that organizations currently face is to find a strategy to retain and attract talent. To overcome this di culty, enterprises must invest in employer branding policies and be aware of the factors that di erentiate them from others when attracting employees. This study aims to develop an employer branding model applicable to SMEs, to increase and enhance the attraction and retention of talents. An exploratory approach based on a quantitative perspective was adopted to develop an employer branding model applied to SMEs, with two major reference employer branding models and frameworks used as the main support. The model of employer branding was applied to SMEs regarding four dimensions, whereby essential questions are asked, namely (1) organizational culture (e.g., do employees have a job description aligned with the corporate culture?), (2) company strategy (e.g., what is the strategy if business volume decreases?), (3) company reputation (e.g., how do you perceive and treat negative feedback?), and (4) reward systems (e.g., do you feel that your employees are motivated intrinsically or extrinsically or both?), ordered by layers based on a logical sequence. The new proposed model is expected to serve as a useful strategic tool and as a basis for attracting, retaining and managing talent, specifically in the SMEs context. This new model provides a set of strategic and competitiveness benefits for SMEs, while contributing to making enterprises more profitable. The model also contributes to SMEs having a better image and reputation, enabling them to stand out from others in the war for talent.