4 resultados citaram: BEM-ESTAR NO TRABALHO E PERCEPÇÃO DE SUCESSO NA CARREIRA COMO ANTECEDENTES DE INTENÇÃO DE ROTATIVIDADE

ABSTRACT Purpose: The aim of this study was to investigate the impact of people management policies and organization trust on well-being at work, the latter being defined as the predominance of positive emotions at work and the individual’s perception that, at work, he/she can express and develop his/her potential and, therefore, he/she progresses to achieving his life’s goals. Originality/value: The hypothesis underlying this research is that the work context presents itself as a privileged place for emotions and, fundamentally, for the realization and construction of personal happiness. The premise that the attainment of personal happiness is possible at work encourages people-management professionals to identify effective strategies for promoting well-being. Design/methodology/approach: The sample consisted of 212 workers from various organizations who answered to instruments with evidence of validity and reliability. The model was tested by structural equation modeling and the reliability coefficients of the scales tested using Cronbach’s alpha. Findings: The results showed that the adjustment of the model is only reasonable, although, depending on the adjustment indices, it can be accepted. The results are discussed in terms of the contributions of the study to the expansion of knowledge in the area of organizational behavior and its implications for managerial actions. It is also suggested to carry out other studies covering larger samples and different natures.

Resumo Objetivo: Esta pesquisa teve como objetivo investigar de que forma as políticas de recursos humanos e a percepção das oportunidades de aprendizagem nas organizações influenciam a intenção de rotatividade dos profissionais. Originalidade/valor: Os autores demostraram que, ao compreenderem as relações existentes entre os constructos pesquisados, as organizações devem aumentar seus investimentos em melhorias nas políticas de recursos humanos, particularmente em ações que promovam uma maior percepção de oportunidades de aprendizagem, reduzindo a intenção de rotatividade de seus talentos. Design/metodologia/abordagem: Esta pesquisa foi desenvolvida com abordagem quantitativa e coleta de dados realizada por meio de um survey. Aplicaram-se os questionários a 250 profissionais atuantes no mercado de trabalho e estudantes de uma universidade privada. A análise dos dados foi realizada com uma análise fatorial confirmatória e, na sequência, uma modelagem de equações estruturais. Resultados: Os autores apresentaram os resultados da investigação de forma descritiva. As três hipóteses definidas para o estudo foram aceitas, e foram consideradas significantes as dimensões das políticas de recursos humanos. Os autores apresentaram atributos relevantes para a compreensão de que, mesmo existindo diversos motivos que possam influenciar um profissional em sua decisão de desligar-se da organização, novos fatores devem ser considerados, como as possibilidades de uma maior oferta de conhecimento.

Abstract Purpose: The objective of this research is to investigate how human resources policies and the perception of learning opportunities in organizations influence the intention of professional turnover. Originality/value: The authors demonstrated that, by understanding the existing relationships between the researched constructs, organizations should increase their investments in improvements in human resources policies, particularly in actions that promote a greater perception of learning opportunities, which reduce the intention of employee turnover of their talents. Design/methodology/approach: This research was developed with a quantitative approach and data collection was carried out through a survey. The questionnaires were applied to 250 professionals working in the labor market and students from a private university. Data analysis was performed with a confirmatory factor analysis and, subsequently, a structural equation modeling. Findings: The authors presented the research results in a descriptive way, the three hypotheses defined for the study were accepted, and the dimensions of human resources policies were considered significant. The authors presented relevant attributes for the understanding that, even though there are several reasons that can influence a professional in his decision to leave the organization, new factors must be considered, such as the possibilities of a greater offer of knowledge.

Abstract Objective: To verify whether attitudes, subjective norms, and perceived behavioral control (components of the theory of planned behavior), as well as organizational entrenchment, are predictors of the intention to leave a federal public company. Originality/value: This is the first Brazilian study to use the complete model of the theory of planned behavior, together with organizational entrenchment, to explain the formation of the intention to leave a public company. Design/methodology/approach: Cross-sectional survey approach. The sample of 535 professionals from the National Supply Company (CONAB) was recruited nationwide. The data was analyzed using two multiple linear regression models. Results: One of the regression models indicated that attitudes (measured using a job satisfaction scale), subjective norms, and organizational entrenchment predict the intention to leave CONAB. The regression model, including the dimensions of the constructs, showed that satisfaction with the nature of the work, satisfaction with promotions, limited alternative jobs, and subjective norms are predictors of the intention to leave the organization. This second model explained 50.95% of the variance in the intention to leave CONAB, a high percentage. Contribution/implications: The study increases the internal precision of the perceived behavioral control scale in the context of the intention to leave a public organization. Some factors can be managed, at least in part, to prevent good public employees from deciding to resign; these include job design, a promotion policy that truly values merit (and not just length of service), and the positive perception of family members and people of importance to the employee regarding the significance and value of public service.