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O Papel da Cultura Organizacional e dos Benefícios na Retenção de Talentos – Uma Perspetiva Geracional
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Abstract(s)
Num mercado de trabalho marcado por elevada competitividade e mudança constante, a retenção de talentos tornou-se um desafio prioritário para as organizações. Entre os fatores determinantes, destacam-se a Cultura Organizacional e os sistemas de recompensas, capazes de influenciar a motivação, o compromisso e a intenção de saída dos colaboradores. Contudo, estas dinâmicas devem ser analisadas à luz da diversidade geracional, uma vez que diferentes gerações apresentam expetativas, valores e prioridades distintas relativamente ao trabalho e às práticas de gestão de pessoas.
Este estudo propõe um modelo conceptual que integra a Cultura Organizacional como variável preditora, as Recompensas/Benefícios como variáveis mediadoras, a Intenção de Saída como variável critério e as Gerações como variáveis moderadoras. O objetivo central é compreender de que modo estas dimensões se inter-relacionam, analisando como diferentes gerações atribuem valor à cultura e aos benefícios organizacionais e de que forma estas perceções afetam a decisão de permanecer ou abandonar a organização.
Ao integrar a perspetiva multigeracional, esta investigação contribui para preencher uma lacuna na literatura e evidencia a importância de práticas de gestão estratégica de pessoas mais flexíveis, inclusivas e adaptáveis. As organizações que reconhecem e respeitam as diferenças geracionais, ajustando as suas políticas culturais e de recompensas, estarão mais bem preparadas para reduzir a rotatividade e reforçar o compromisso dos colaboradores. Os resultados obtidos revelaram que determinadas dimensões da Cultura Organizacional, como o Apoio e os Objetivos, se associam negativamente à Intenção de Saída, reforçando a sua relevância na retenção de talentos. Contudo, as Recompensas/Benefícios não demonstraram efeito mediador significativo nesta relação, e a idade não se revelou um
moderador relevante. Estas conclusões contribuem para a compreensão da importância das práticas culturais no contexto organizacional português, evidenciando que estratégias focadas no apoio e na definição de objetivos claros podem constituir ferramentas eficazes para reduzir a intenção de saída dos colaboradores.
In today’s highly competitive and rapidly changing labor market, talent retention has become a strategic priority for organizations. Among the most relevant factors are Organizational Culture and reward systems, which strongly influence employee motivation, commitment, and turnover intention. However, these dynamics must be understood in light of generational diversity, since different generations bring distinct expectations, values, and priorities regarding work and human resource practices. This study proposes a conceptual model in which Organizational Culture acts as a predictor, Rewards/Benefits as mediators, Turnover Intention as the criterion variable, and Generations as moderators. The central aim is to analyze how these dimensions interrelate, exploring how generational groups assign value to culture and benefits, and how such perceptions affect their decision to remain in or leave the organization. By integrating a multigenerational perspective, this research helps fill a gap in the literature and highlights the importance of more flexible, inclusive, and adaptable strategic human resource management practices. Organizations that acknowledge and respect generational differences, adjusting their cultural and reward policies, will be better prepared to reduce turnover and strengthen employee commitment. The results revealed that specific dimensions of Organizational Culture, such as Support and Goals, are negatively associated with Turnover Intention, reinforcing their relevance in talent retention. However, Rewards/Benefits did not show a significant mediating effect in this relationship, and age was not found to be a relevant moderator. These conclusions contribute to a better understanding of the importance of cultural practices in the Portuguese organizational context, showing that strategies focused on support and the definition of clear goals can be effective tools to reduce employees’ intention to leave.
In today’s highly competitive and rapidly changing labor market, talent retention has become a strategic priority for organizations. Among the most relevant factors are Organizational Culture and reward systems, which strongly influence employee motivation, commitment, and turnover intention. However, these dynamics must be understood in light of generational diversity, since different generations bring distinct expectations, values, and priorities regarding work and human resource practices. This study proposes a conceptual model in which Organizational Culture acts as a predictor, Rewards/Benefits as mediators, Turnover Intention as the criterion variable, and Generations as moderators. The central aim is to analyze how these dimensions interrelate, exploring how generational groups assign value to culture and benefits, and how such perceptions affect their decision to remain in or leave the organization. By integrating a multigenerational perspective, this research helps fill a gap in the literature and highlights the importance of more flexible, inclusive, and adaptable strategic human resource management practices. Organizations that acknowledge and respect generational differences, adjusting their cultural and reward policies, will be better prepared to reduce turnover and strengthen employee commitment. The results revealed that specific dimensions of Organizational Culture, such as Support and Goals, are negatively associated with Turnover Intention, reinforcing their relevance in talent retention. However, Rewards/Benefits did not show a significant mediating effect in this relationship, and age was not found to be a relevant moderator. These conclusions contribute to a better understanding of the importance of cultural practices in the Portuguese organizational context, showing that strategies focused on support and the definition of clear goals can be effective tools to reduce employees’ intention to leave.
Description
Keywords
Cultura Organizacional Recompensas e Benefícios Retenção de Talentos Turnover Diversidade Geracional