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Authors
Abstract(s)
Assente na interiorização dos eixos estratégicos definidos pela Direção Nacional da
Polícia de Segurança Pública, no seu documento estratégico e de aplicação transversal a
toda a Instituição, não podíamos deixar de abordar um tema, já objeto de estudo por outros
camaradas e que gravitam em torno do capital humano. Numa Instituição, fundada nas
pessoas e para as pessoas, o mais precioso bem que detém é, sem dúvida, o capital
humano. Homens e Mulheres que envergam e envergaram, no passado, o uniforme em prol
de um bem maior - a Segurança Pública - irão merecer uma especial atenção.
Se, por um lado, a atratividade para o exercício de tão nobre missão por parte dos
cidadãos está a decrescer – e os últimos concursos são exemplo disso mesmo – as
ferramentas de gestão de recursos humanos (GRH) poderão incidir o seu especial enfoque
na manutenção daqueles que ainda se encontram nas nossas fileiras, concomitantemente e
com igual importância, no que diz respeito às práticas, procedimentos e estratégias dos
profissionais de recursos humanos (RH) e, transversalmente, dos demais atores dentro de
uma organização como é a Polícia de Segurança Pública (PSP).
O nosso trabalho visa promover a discussão acerca da importância de uma
abordagem centrada nos profissionais de uma organização destacando que, valorizar,
motivar e aproveitar o potencial dos funcionários torna a organização mais competente e
apta a enfrentar os desafios sociais e tecnológicos atuais. Ele explora a gestão estratégica
de recursos humanos (GERH), que envolve a identificação, seleção e desenvolvimento de
pessoas de valor para a organização, e como essa estratégia pode ser aplicada no setor
público, como o será certamente na PSP, mitigando os efeitos do turnover da intenção de
turnover ou, simplesmente, o quiet quiting (QQ) e os custos inerentes à quebra do contrato
psicológico (CP). Surge o debate sobre se essa abordagem deve ser exclusiva para pessoas
talentosas ou, inclusiva para toda a força de trabalho, considerando questões culturais e
princípios de igualdade e justiça. A literatura estudada sugere uma abordagem mista,
reconhecendo a diferenciação para profissionais especializados e líderes, desde que o
processo seja transparente e justo, enquanto se mantém todos os funcionários envolvidos e
comprometidos através de boas práticas de gestão de recursos humanos.
As políticas e procedimentos de GERH tornam-se, assim, componentes essenciais
da gestão de pessoas em qualquer organização. Estas diretrizes formam a base para as
práticas de RH, delineando os princípios, as normas e os processos pelos quais a
organização executa a gestão estratégica dos seus recursos humanos. Serão, portanto,
essenciais para promover consistência, transparência e conformidade nas práticas de RH,
criando um ambiente de trabalho eficiente, justo e alinhado com os objetivos estratégicos
da PSP.
Based on the internalisation of the strategic axes defined by the National Directorate of the Public Security Police in its strategic document and which apply across the board to the entire institution, we couldn't help but address a topic that has already been studied by other comrades and which revolves around human capital. In an institution founded on people and for people, its most precious asset is undoubtedly its human capital. The men and women who wear and have worn the uniform in the past in favour of a greater good - public security - will deserve special attention. If, on the one hand, the attractiveness of citizens to carry out such a noble mission is decreasing - and the latest competitions are a case in point - human resources (HR) management tools will be able to focus on keeping those who are still in our ranks, at the same time and with equal importance, on the practices, procedures and strategies of HR professionals and, across the board, of the other players within an organisation such as the Public Security Police (PSP). Our work aims to promote discussion about the importance of a professional centred approach in an organisation, highlighting that valuing, motivating and harnessing the potential of employees makes the organisation more competent and able to face today's social and technological challenges. It explores strategic human resource management (SHRM), which involves the identification, selection and development of people of value to the organisation, and how this strategy can be applied in the public sector, as it certainly will be in the PSP, mitigating the effects of turnover, intention of turnover or, simply, quiet quitting (QQ) and the costs inherent in breaking the psychological contract (PC). The debate arises as to whether this approach should be exclusive to talented people or inclusive of the entire workforce, taking into account cultural issues and principles of equality and fairness. The literature studied suggests a mixed approach, recognising differentiation for specialised professionals and leaders, as long as the process is transparent and fair, while keeping all employees involved and committed through good human resource management practices. SHRM policies and procedures thus become essential components of people management in any organisation. These guidelines form the basis for HR practices, outlining the principles, standards and processes by which the organisation carries out the strategic management of its human resources. They will therefore be essential for promoting consistency, transparency and compliance in HR practices, creating a work environment that is efficient, fair and aligned with the PSP's strategic objectives.
Based on the internalisation of the strategic axes defined by the National Directorate of the Public Security Police in its strategic document and which apply across the board to the entire institution, we couldn't help but address a topic that has already been studied by other comrades and which revolves around human capital. In an institution founded on people and for people, its most precious asset is undoubtedly its human capital. The men and women who wear and have worn the uniform in the past in favour of a greater good - public security - will deserve special attention. If, on the one hand, the attractiveness of citizens to carry out such a noble mission is decreasing - and the latest competitions are a case in point - human resources (HR) management tools will be able to focus on keeping those who are still in our ranks, at the same time and with equal importance, on the practices, procedures and strategies of HR professionals and, across the board, of the other players within an organisation such as the Public Security Police (PSP). Our work aims to promote discussion about the importance of a professional centred approach in an organisation, highlighting that valuing, motivating and harnessing the potential of employees makes the organisation more competent and able to face today's social and technological challenges. It explores strategic human resource management (SHRM), which involves the identification, selection and development of people of value to the organisation, and how this strategy can be applied in the public sector, as it certainly will be in the PSP, mitigating the effects of turnover, intention of turnover or, simply, quiet quitting (QQ) and the costs inherent in breaking the psychological contract (PC). The debate arises as to whether this approach should be exclusive to talented people or inclusive of the entire workforce, taking into account cultural issues and principles of equality and fairness. The literature studied suggests a mixed approach, recognising differentiation for specialised professionals and leaders, as long as the process is transparent and fair, while keeping all employees involved and committed through good human resource management practices. SHRM policies and procedures thus become essential components of people management in any organisation. These guidelines form the basis for HR practices, outlining the principles, standards and processes by which the organisation carries out the strategic management of its human resources. They will therefore be essential for promoting consistency, transparency and compliance in HR practices, creating a work environment that is efficient, fair and aligned with the PSP's strategic objectives.
Description
Keywords
Recursos humanos gestão estratégica de recursos humanos turnover quiet quitting contrato psicológico Human resources strategic human resources management turnover psychological contract