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- Recruitment and Selection as a Tool for Strategic Management of Organizations – El Corte Ingles Case StudyPublication . Martinho, Filipa; Pinto Dos Reis, Isabel; Sampaio, Marta CorreiaThe main purpose of this study is to acknowledge how can recruitment process & selection be used as a strategic partner in the management of current organizations. Having as a reference an international prestigious organization recognized, El Corte Ingles, this case study will go from an analysis of the state of the art of this topic, trying to understand how to find different and innovative ways to use, whether recruitment or selection techniques, to leverage the management of intangible assets and get competitive advantage towards the various players in the market, moving on for a qualitative analysis of the case in study and the ways in which this organization uses the process of recruitment and selection, continuously, as an essential tool to achieve the organizational goals.
- RECRUTAMENTO & SELEÇÃO COMO FERRAMENTA DA GESTÃO ESTRATÉGICA DAS ORGANIZAÇÕES – O CASO EL CORTE INGLÉSPublication . Pinto Dos Reis, Isabel; Martinho, Filipa; Sampaio, Marta CorreiaCom a mudança do paradigma económico a que se tem vindo a assistir, ao qual não foi alheia a evolução ecnológica exponencial e o grande boom da globalização por ela permitida, as organizações passaram a deparar-se com problemas inéditos. Entre eles o facto de passarem a ser avaliadas tanto por fatores tangíveis como por aqueles que o não são como o conhecimento detido pelo seu capital humano, a capacidade de inovar e a rapidez de adaptação e de resposta às mudanças dos mercados onde operam. O eixo da riqueza desloca-se, dos fatores clássicos de produção: terra, trabalho, capital para um fator emergente: o conhecimento, e com ele as pessoas, o tempo e a criação de valor tornaram-se as variáveis centrais para a vida organizacional. A relativa estabilidade que os mercados até aí viviam, com ciclos de vida de produtos longos e competitividade mais ou menos equilibrada, tornou-se obsoleta. As caraterísticas que passaram a definir os mercados foram a desordem, a turbulência e a mudança constante. Em face desta nova paisagem competitiva tornou-se essencial para as organizações adotarem novas formas de lidar com os problemas diários. Naquela a que Drucker chamou a Era do Conhecimento, a procura da vantagem competitiva que permita a uma organização sustentabilidade ao longo do tempo tornou-se uma constante no dia-a-dia organizacional. Os intangíveis, que historicamente têm sido tratados como valores residuais que não têm representatividade, quer no sistema financeiro das empresas quer no impacto da riqueza nacional, tornam-se fatores decisivos através dos quais o valor das empresas é medido. Logo, é de extrema importância para as empresas alavancar os seus recursos humanos. São eles, afinal, os detentores do conhecimento que fazem parte de cada organização e que constituem a sua identidade, aquilo que a diferencia das outras. Neste cenário, o planeamento estratégico começa a ganhar novos contornos, trazendo para o centro das suas preocupações o facto de ser essencial trazer para dentro das empresas as pessoas que comportem as competências e conhecimentos alinhados com as necessidades estratégicas da organização. Com este intuito, a gestão estratégica começa a procurar novas ferramentas que lhes permitam esse empowerment dos seus colaboradores, e a utilizar as políticas de recursos humanos de uma forma diferente, procurando com elas conseguir a criação de valor que alimenta a competitividade necessária à sobrevivência. Importa, então, analisar e refletir sobre casos em que estas ferramentas são utilizadas como um fator de inovação por organizações de referência no campo de políticas de gestão de pessoas. No presente estudo, a partir de uma metodologia qualitativa - analise documental e analise de entrevista através do software NVivo, pretende-se perceber como o Recrutamento & Seleção está a ser utilizado no Corte Inglês enquanto ferramenta da gestão estratégica, ajudando, num ciclo constante, a manter disponíveis as pessoas que lhes permitam dar resposta quer às necessidades estratégicas quer às mais operacionais, mantendo os seus recursos humanos num nível de relativa estabilidade que lhes permita desenvolver um trabalho de valor acrescentado para a empresa e, por sua vez, desta para o mercado.
- 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.
- O PAPEL DA GESTÃO DO CONHECIMENTO NA ESTRATÉGIA ORGANIZACIONALPublication . Sampaio, Marta Correia; Pinto Dos Reis, Isabel; Martinho, FilipaEm plena Era do Conhecimento, o conhecimento e a capacidade de o criar e utilizar é uma das mais importantes fontes de vantagem competitiva para as organizações, nesse sentido, pareceunos importante compreender o que é o conhecimento, de que forma este se pode gerir e como é que as organizações aprendem, analisando ainda de que forma a gestão do conhecimento pode potenciar a estratégia da organização com vista à criação de vantagem competitiva sustentada.
- 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.
- 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.