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Publication
As práticas de gestão de recursos humanos de bem-estar (GRHBE) e a sua influência na felicidade no trabalho e no Burnout
| Name: | Description: | Size: | Format: | |
|---|---|---|---|---|
| 3.63 MB | Adobe PDF |
Advisor(s)
Abstract(s)
Tem havido amplo debate sobre como a Gestão de Recursos
Humanos (GRH) melhora o desempenho das organizações, incluindo
argumentos que postulam que a GRH influencia positivamente o
desempenho por meio do bem-estar dos colaboradores. Neste
contexto, as práticas de RH orientadas para o bem-estar, podem
desempenhar um papel estratégico na sustentabilidade e
competitividade das empresas. Atendendo ao apelo por mais insights
sobre a relação GRH-Bem-estar-Desempenho, este estudo pretende
fazer uma análise crítica às práticas de RH orientadas para o bemestar
e explorar a ligação entre a GRHBE e as dimensões de bemestar
no trabalho, com base no modelo JD-R e na teoria da troca
social. A amostra deste estudo é composta por 256 colaboradores de
empresas de diferentes dimensões e diversos setores. O objetivo do
estudo é fornecer dados para apoiar a GRH na implementação de
políticas e tomada de decisões, ao demonstrar o impacto da GRHBE
na felicidade no trabalho e no burnout, averiguando se as práticas de
GRH orientadas para o bem-estar podem desempenhar um papel
relevante na melhoria da qualidade de vida no trabalho e sua
performance individual, com repercussão nos resultados
organizacionais. Os resultados indicam que a perceção de práticas de
comunicação entre pares e relação com a chefia, conciliação entre
vida profissional e vida pessoal e flexibilidade no trabalho,
contribuem para a felicidade no trabalho e para a prevenção do
burnout. As práticas de formação e desenvolvimento têm um impacto
positivo na felicidade no trabalho, mas não reduzem o burnout. As
práticas de estabilidade no trabalho e de trabalho em equipa, não
revelaram ter qualquer efeito no bem-estar.
There has been ample debate about how Human Resource Management (HRM) improves organizational performance, including arguments that claim HRM influences performance through employee’s well-being. In this context, well-beingoriented HRM can play a strategic role to ensure company’s sustainability and competitivity. Answering the call for more insights to the relationship between HRM-well-beingperformance, this study aims to make a critical analysis, by reviewing well-being-oriented HR practices and studying the link between WBHRM and well-being at work dimensions, based on the JD-R model and social exchange theory. This study’s sample consists of 256 employees from different institutions and companies from diverse sectors. The main goal is to provide data to support HRM in the implementation of policies and decision making, by showing the impact of WBHRM on happiness at work and burnout by exploring whether HRM practices can play a relevant role in improving quality of life at work and in individual performance with repercussions on the organization's results. This study demonstrates that when employees perceive there to be communication among peers and with superiors, the existence of flexibility in the workplace and adequate work-life balance, happiness increases and burnout is prevented. Training and development practices have a positive impact on happiness at work, but they do not reduce burnout. Job stability and teamwork practices, have not shown any effect on well-being at work.
There has been ample debate about how Human Resource Management (HRM) improves organizational performance, including arguments that claim HRM influences performance through employee’s well-being. In this context, well-beingoriented HRM can play a strategic role to ensure company’s sustainability and competitivity. Answering the call for more insights to the relationship between HRM-well-beingperformance, this study aims to make a critical analysis, by reviewing well-being-oriented HR practices and studying the link between WBHRM and well-being at work dimensions, based on the JD-R model and social exchange theory. This study’s sample consists of 256 employees from different institutions and companies from diverse sectors. The main goal is to provide data to support HRM in the implementation of policies and decision making, by showing the impact of WBHRM on happiness at work and burnout by exploring whether HRM practices can play a relevant role in improving quality of life at work and in individual performance with repercussions on the organization's results. This study demonstrates that when employees perceive there to be communication among peers and with superiors, the existence of flexibility in the workplace and adequate work-life balance, happiness increases and burnout is prevented. Training and development practices have a positive impact on happiness at work, but they do not reduce burnout. Job stability and teamwork practices, have not shown any effect on well-being at work.
Description
Keywords
Gestão de Recursos Humanos Práticas de RH Bem-Estar Felicidade no trabalho Burnout Exaustão Distanciamento