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Trabalho a tempo parcial: implicações para a motivação laboral
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Resumo(s)
Ao longo dos últimos anos, o sistema de recompensas tem vindo a constituir-se numa prática fundamental para elevar os níveis de desempenho dos Recursos Humanos (RH), dado que, através das compensações, os colaboradores passam a executar as suas funções com um melhor nível de realização. Assim, os gestores devem apostar em sistemas de recompensas que motivem os trabalhadores de forma a torná-los mais produtivos e, consequentemente, de forma a que as empresas aumentem a sua competitividade.
Neste sentido, torna-se pertinente compreender qual o tipo de recompensas que mais aumenta a motivação. Se por um lado a recompensas extrínsecas são atrativas, por outro os indivíduos também trabalham para se autorrealizarem e não apenas por questões monetárias. Assim, utilizar a prática de redução de horas laborais nas empresas, enquanto recompensa intrínseca, poderá aumentar a motivação dos RH.
Partindo destes pressupostos, e de forma a perceber quais as implicações para a motivação laboral quando o trabalho é em tempo parcial, delineou-se como objetivo central da presente investigação avaliar a perceção de impacto do trabalho a tempo parcial enquanto recompensa intrínseca.
Para tal, são apresentados dois estudos, um qualitativo e um quantitativo, que tiveram por base os objetivos específicos da investigação e que contaram com a participação, respetivamente, de 5 entrevistados e 518 inquiridos.
Desta forma, foi possível verificar, primeiro, que o trabalho a tempo parcial aumenta a motivação dos trabalhadores; segundo, que as empresas consideram viável aplicar o trabalho a tempo parcial enquanto prática de Gestão de Recursos Humanos (GRH). Contudo, observou-se que ao recorrer à redução de horas de trabalho como prática de RH, os colaboradores podem aumentar os seus níveis de motivação, mas isso não significa que os colaboradores que sejam alvo desta prática moderem a relação entre o sistema de recompensas e a motivação dos colaboradores. Por fim, o estudo mostra que a motivação pode variar consoante o contexto em que os colaboradores se encontram, ainda que os
resultados obtidos pelas variáveis “setor de atividade”, “contrato de trabalho”, “idade” e “nível remuneratório” não tenham ido ao encontro desse facto.
Over the past few years, the reward system has become a fundamental practice to raise the performance levels of Human Resources (HR), given that, through compensation, employees start to perform their functions with a better level of achievement. Thus, managers must bet on reward systems that motivate workers in order to make them more productive and, consequently, so that companies increase their competitiveness. In this sense, it is pertinent to understand which type of rewards increase motivation the most. If, on the one hand, extrinsic rewards are attractive, on the other hand, individuals also work for self-actualization and not just for monetary reasons. Thus, using the practice of reducing working hours in companies, as an intrinsic reward, can increase Human Resource motivation. Based on these assumptions and in order to understand the implications for work motivation when work is part-time, the main objective of this research was to evaluate the perception of the impact of part-time work as an intrinsic reward. To this end, two studies are presented, one qualitative and one quantitative, which were based on the specific objectives of the investigation and which included the participation, respectively, of 5 respondents and 518 interviewed. In this way, it was possible to verify, first, that part-time work increases workers' motivation, second, that companies consider it feasible to apply part-time work as a practice of Human Resource Management (HRM). However, it was observed that by resorting to the reduction of working hours as an HR practice, employees can increase motivation levels, but this does not mean that employees who are targeted by this practice moderate the relationship between the reward system and employee motivation. contributors. Finally, the study shows that motivation can vary depending on the context in which employees are surveyed, even if the results obtained by the variables "sector of activity", "employment contract", "age" and "pay level" have not met that fact.
Over the past few years, the reward system has become a fundamental practice to raise the performance levels of Human Resources (HR), given that, through compensation, employees start to perform their functions with a better level of achievement. Thus, managers must bet on reward systems that motivate workers in order to make them more productive and, consequently, so that companies increase their competitiveness. In this sense, it is pertinent to understand which type of rewards increase motivation the most. If, on the one hand, extrinsic rewards are attractive, on the other hand, individuals also work for self-actualization and not just for monetary reasons. Thus, using the practice of reducing working hours in companies, as an intrinsic reward, can increase Human Resource motivation. Based on these assumptions and in order to understand the implications for work motivation when work is part-time, the main objective of this research was to evaluate the perception of the impact of part-time work as an intrinsic reward. To this end, two studies are presented, one qualitative and one quantitative, which were based on the specific objectives of the investigation and which included the participation, respectively, of 5 respondents and 518 interviewed. In this way, it was possible to verify, first, that part-time work increases workers' motivation, second, that companies consider it feasible to apply part-time work as a practice of Human Resource Management (HRM). However, it was observed that by resorting to the reduction of working hours as an HR practice, employees can increase motivation levels, but this does not mean that employees who are targeted by this practice moderate the relationship between the reward system and employee motivation. contributors. Finally, the study shows that motivation can vary depending on the context in which employees are surveyed, even if the results obtained by the variables "sector of activity", "employment contract", "age" and "pay level" have not met that fact.
Descrição
Dissertação para a obtenção do grau de Mestre em Políticas de Desenvolvimento de Recursos Humanos
Palavras-chave
Motivação Sistema de Recompensas Trabalho a tempo parcial