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Práticas de atração, retenção e desenvolvimento de gestores intermédio em empresas multinacionais a operar em Portugal
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O presente estudo analisa as práticas de atração, retenção e desenvolvimento de gestores intermédios em empresas multinacionais a operar em Portugal, procurando compreender o papel da gestão de Recursos Humanos na sustentabilidade do talento neste nível organizacional. A problemática central reside na necessidade de adaptar as estratégias globais de gestão de talento e employer branding às especificidades operacionais, dado que as empresas enfrentam o desafio de atrair, reter e desenvolver gestores intermédios num contexto marcado pela competitividade e pela mobilidade profissional. O objetivo geral consiste em identificar e analisar as políticas e práticas de Gestão de Recursos Humanos implementadas por estas organizações, enquanto os objetivos específicos visam caracterizar as práticas existentes, descrever o papel da Gestão de Recursos Humanos na sua aplicação segundo a perceção dos gestores intermédios e avaliar o impacto destas práticas em função do nível de engagement dos mesmos. A investigação segue uma abordagem qualitativa, recorrendo a entrevistas semiestruturadas realizadas a sete gestores intermédios de empresas multinacionais do setor do retalho e distribuição, com funções nas áreas de vendas e logística. A análise das respostas foi efetuada através da análise de conteúdo proposta por Bardin (2016), com base em categorias definidas a partir da literatura e das evidências empíricas. Os resultados evidenciam que as práticas de Gestão de Recursos Humanos são percecionadas como fundamentais para o desenvolvimento e compromisso dos gestores intermédios, sobretudo quando o departamento de Recursos Humanos atua de forma próxima, colaborativa e alinhada com a operação. Persistem, contudo, desafios relacionados com a coerência entre políticas globais e contextos operacionais e com a efetividade das ações de desenvolvimento e reconhecimento. Conclui-se que a eficácia das práticas de Gestão de Recursos Humanos depende da sua capacidade de integração com a realidade operacional e da promoção de relações de confiança e desenvolvimento mútuo entre gestores e Recursos Humanos.
This study analyses the practices of attracting, retaining, and developing middle managers in multinational companies operating in Portugal, aiming to understand the role of human resource management (HRM) in sustaining talent at this organisational level. The central issue lies in the need to adapt global talent management and employer branding strategies to local specificities, as companies face the challenge of attracting, retaining, and developing middle managers in an increasingly competitive and mobile professional environment. The general objective is to identify and analyse the HRM policies and practices implemented by these organisations, while the specific objectives are to characterise the existing practices, describe the role of HRM in their implementation from the perspective of middle managers, and assess the impact of these practices according to their level of engagement. The research follows a qualitative approach, using semi-structured interviews conducted with seven middle managers from multinational companies in the retail and distribution sectors, working in sales and logistics. The responses were analysed using Bardin’s (2016) content analysis, based on categories defined from both the literature and empirical evidence. The findings indicate that HRM practices are perceived as fundamental for the development and commitment of middle managers, particularly when the HR department operates in a close, collaborative, and operationally aligned manner. Nevertheless, challenges remain regarding the coherence between global policies and local contexts, and the effectiveness of development and recognition initiatives. The study concludes that the effectiveness of HRM practices depends on their capacity to integrate with operational realities and to promote relationships of trust, recognition, and mutual development between managers and HR professionals.
This study analyses the practices of attracting, retaining, and developing middle managers in multinational companies operating in Portugal, aiming to understand the role of human resource management (HRM) in sustaining talent at this organisational level. The central issue lies in the need to adapt global talent management and employer branding strategies to local specificities, as companies face the challenge of attracting, retaining, and developing middle managers in an increasingly competitive and mobile professional environment. The general objective is to identify and analyse the HRM policies and practices implemented by these organisations, while the specific objectives are to characterise the existing practices, describe the role of HRM in their implementation from the perspective of middle managers, and assess the impact of these practices according to their level of engagement. The research follows a qualitative approach, using semi-structured interviews conducted with seven middle managers from multinational companies in the retail and distribution sectors, working in sales and logistics. The responses were analysed using Bardin’s (2016) content analysis, based on categories defined from both the literature and empirical evidence. The findings indicate that HRM practices are perceived as fundamental for the development and commitment of middle managers, particularly when the HR department operates in a close, collaborative, and operationally aligned manner. Nevertheless, challenges remain regarding the coherence between global policies and local contexts, and the effectiveness of development and recognition initiatives. The study concludes that the effectiveness of HRM practices depends on their capacity to integrate with operational realities and to promote relationships of trust, recognition, and mutual development between managers and HR professionals.
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Gestão de Recursos Humanos Gestores Intermédios Atração e Retenção de Talento Desenvolvimento Profissional Human Resource Management Middle Managers Talent attraction and retention Professional Development