Loading...
Publication
A influência das práticas de recursos humanos sobre o engagement e a intenção de saída mediados pela identificação organizacional
| Name: | Description: | Size: | Format: | |
|---|---|---|---|---|
| 1.42 MB | Adobe PDF |
Authors
Advisor(s)
Abstract(s)
O presente estudo tem como objetivo analisar de que forma as Práticas de Gestão de Recursos Humanos (PGRH) podem influenciar o engagement e a intenção de saída dos trabalhadores, e o papel da Identificação Organizacional (IO) enquanto variável mediadora.
Com base no modelo Job Demands-Resources (JD-R) e na teoria da troca social, os resultados da participação de 127 colaboradores, de empresas de diversas dimensões e setores, indicam que as PGRH de avaliação de desempenho, carreira, recompensas, comunicação e celebração impactam positiva e significativamente o engagement, ao contrário das PGRH de integração e acolhimento e formação que não impactam
positivamente o engagement.
The present study aims to analyze how human resource management practices (HRMP) can influence workers' engagement and intention to leave, and the role of organizational identification as a mediating variable. Based on the Job Demands-Resources (JD-R) model and on the theory of social exchange, the results of the participation of 127 employees, from companies of different sizes and sectors, indicate that the HRMPs of performance evaluation, career, rewards, communication, and celebration have a positive and significant impact on engagement, unlike integration, welcoming and training HRMPs that do not positively impact engagement.
The present study aims to analyze how human resource management practices (HRMP) can influence workers' engagement and intention to leave, and the role of organizational identification as a mediating variable. Based on the Job Demands-Resources (JD-R) model and on the theory of social exchange, the results of the participation of 127 employees, from companies of different sizes and sectors, indicate that the HRMPs of performance evaluation, career, rewards, communication, and celebration have a positive and significant impact on engagement, unlike integration, welcoming and training HRMPs that do not positively impact engagement.
Description
Keywords
Práticas de gestão de recursos humanos Engagement Intenção de saída Identificação organizacional