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Publication
A Gestão de Recursos Humanos e a Valorização das Competências Sócio-emocionais na Hotelaria
| Name: | Description: | Size: | Format: | |
|---|---|---|---|---|
| 1.11 MB | Adobe PDF |
Advisor(s)
Abstract(s)
Actualmente, e mais do que nunca, regista-se uma valorização das competências dos
indivíduos. O indivíduo passou a ser reconhecido como elemento integrante de uma
organização e é-lhe exigida a mobilização de competências que superam a sua própria
função, área ou habilitações, tendo as organizações a tarefa de identificar e desenvolver
as competências dos seus empregados necessárias a um melhor desempenho a partir de
uma política de Gestão de Recursos Humanos baseada em competências. Sendo os
empregados muitas vezes considerados um dos recursos estratégicos de uma
organização, as suas competências serão determinantes não só para o desempenho da
sua função mas também para o desempenho global da organização.
As competências comportamentais dos empregados, e em especial as competências
sócio-emocionais, revelam-se particularmente importantes no contexto da hotelaria por
causa da relação com os hóspedes. Assim, esta investigação procurou analisar se as
políticas de Gestão de Recursos Humanos adoptadas em quatro hotéis da região de
Lisboa valorizam as competências sócio-emocionais, e como essas competências
influenciam a relação empregado-hóspede e, consequentemente, a qualidade do serviço
prestado. A investigação possui um carácter exploratório e descritivo, baseada no estudo
de casos, tendo os resultados sido obtidos através de um inquérito por questionário aos
empregados que desempenham funções de front-office, e de uma entrevista semiestruturada
aos Directores de Recursos Humanos das unidades hoteleiras estudadas.
Os resultados apontam no sentido de que a relevância atribuída pelos hotéis às
competências se centrar nas práticas de formação, de avaliação de desempenho, e ao
recrutamento e selecção. Em particular, ao nível das competências sócio-emocionais,
regista-se apenas uma forte aposta na formação/aquisição de novos conhecimentos e
competências dos empregados, por forma, a melhorar e aumentar a qualidade do
desempenho das suas funções e do serviço prestado aos hóspedes.
Currently, and more than ever, there is an enhance of the individuals competences. The individual became to be recognized as an integral element of an organization and it is demanded the mobilisation of expertise that overcomes their own role, area or qualifications, having organizations the task of identifying and develop their employees skills needed to a better performance from a Human Resources Management policy based on skills. Being employees often considered one of the strategic resources of an organization, their skills will be determinant not only for their role's performance but also for the organization's global performance. The employees behavioural skills, and in particular the socio-emotional skills, reveal to be particularly important in the hotel business context due to the relation with the guests. Thus, this investigation sought to analyse if the Human Resources Management adopted in four hotels in the Lisbon area value the socio-emotional skills, and how these skills influence the guest-employee relation and, consequently, the quality of the service provided. The investigation has an exploratory and descriptive character, based on case studies, having the results been obtained through a questionnaire survey to employees performing front-office tasks, and through a semi-structured interview to the Human Resources Directors of the hotel units studied. Results aim that the relevance assigned by hotels focus on training practices, performance evaluation, and to recruitment and selection. In particular, at the level of socio-emotional skills, is registered only a strong investment in the training/acquisition of new knowledge and skills of the employees, in order to improve and increase the performance quality of their tasks and the service provided to the guests.
Currently, and more than ever, there is an enhance of the individuals competences. The individual became to be recognized as an integral element of an organization and it is demanded the mobilisation of expertise that overcomes their own role, area or qualifications, having organizations the task of identifying and develop their employees skills needed to a better performance from a Human Resources Management policy based on skills. Being employees often considered one of the strategic resources of an organization, their skills will be determinant not only for their role's performance but also for the organization's global performance. The employees behavioural skills, and in particular the socio-emotional skills, reveal to be particularly important in the hotel business context due to the relation with the guests. Thus, this investigation sought to analyse if the Human Resources Management adopted in four hotels in the Lisbon area value the socio-emotional skills, and how these skills influence the guest-employee relation and, consequently, the quality of the service provided. The investigation has an exploratory and descriptive character, based on case studies, having the results been obtained through a questionnaire survey to employees performing front-office tasks, and through a semi-structured interview to the Human Resources Directors of the hotel units studied. Results aim that the relevance assigned by hotels focus on training practices, performance evaluation, and to recruitment and selection. In particular, at the level of socio-emotional skills, is registered only a strong investment in the training/acquisition of new knowledge and skills of the employees, in order to improve and increase the performance quality of their tasks and the service provided to the guests.
Description
Keywords
Competências, Competências Sócio-emocionais Desempenho Gestão de Recursos Humanos Hotelaria Skills Socio-emotional skills Performance Human Resources Management Hospitality