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A influência do perfil do Diretor Técnico/Gestor na adoção de Estratégias de Gestão de Conflitos e a sua relação com a Motivação dos Colaboradores: os casos da Santa Casa da Misericórdia de Tarouca e Centro Social Paroquial Casimiro e Elvira Lemos de Caria Moimenta da Beira
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Abstract(s)
Na atualidade, a temática do conflito está em destaque tanto na vida profissional quanto na vida familiar. Em tempos remotos, prevalecia a ideia de que o conflito era algo negativo, caracterizado pela falta de compreensão, solidariedade e colaboração. Não obstante, quando o conflito é encarado como construtivo e positivo, ele pode ser visto como uma oportunidade para corrigir problemas e encontrar soluções: conflitos construtivos estimulam a criatividade, promovem a troca de ideias e levam a soluções inovadoras. Os conflitos também têm impacto direto na motivação dos colaboradores, pelo que quando há conflitos frequentes entre colegas ou entre a equipa e o gestor, isso pode levar à desmotivação. A motivação, por sua vez, pode ser analisada sob duas perspetivas teóricas: as teorias de processo e as teorias de conteúdo. A nossa investigação concentrou-se nas teorias de conteúdo, incluindo os fatores motivacionais intrínsecos (Maslow) e extrínsecos (Herzberg). Além disso, explorámos as três teorias motivacionais de McClelland: sucesso, afiliação e poder. No âmbito desta investigação, pretendemos apurar se os diretores técnicos/gestores com diferentes formações científicas apresentam perspetivas e estratégias de gestão de conflitos diversas ou equivalentes, nas OES em estudo. Também analisámos como essas estratégias se relacionam com os perfis motivacionais dos colaboradores. Para tal, o nosso estudo incidiu em duas OES, com três gestores de formação diferenciada e os seus respetivos colaboradores. Utilizámos uma metodologia quantitativa, aplicando inquéritos por questionário aos gestores sobre gestão de conflitos, e aos colaboradores sobre conflito organizacional e motivação. Os resultados permitiram-nos concluir que as estratégias de gestão de conflitos utilizadas pelos gestores nas OES em estudo são, primordialmente, de acomodação e de compromisso, mas que a perceção dos colaboradores é, a esse respeito, sensivelmente diferente. Quanto à principal orientação da motivação dos colaboradores é primeiramente afiliativa. Estes resultados confirmam que é essencial abordar os conflitos de forma construtiva e respeitosa para promover a motivação no ambiente de trabalho; incentivar a comunicação aberta, o diálogo e a colaboração entre os colaboradores, e o papel do gestor como mediador é crucial para o bem-estar da equipa e o sucesso geral da organização.
Nowadays, the issue of conflict is in the spotlight in both professional and family life. In ancient times, the idea prevailed that conflict was negative, characterised by a lack of understanding, solidarity and collaboration. However, when conflict is seen as constructive and positive, it can be seen as an opportunity to correct problems and find solutions: constructive conflicts stimulate creativity, promote the exchange of ideas and lead to innovative solutions. Conflicts also have a direct impact on employee motivation, so when there are frequent conflicts between colleagues or between the team and the manager, this can lead to demotivation. Motivation, in turn, can be analysed from two theoretical perspectives: process theories and content theories. Our research focused on content theories, including intrinsic (Maslow) and extrinsic (Herzberg) motivational factors. In addition, we explored McClelland's three motivational theories: success, affiliation and power. As part of this research, we wanted to determine whether technical directors/managers with different scientific backgrounds have different or equivalent perspectives and conflict management strategies in the SEOs under study. We also analysed how these strategies relate to employees' motivational profiles. To this end, our study focussed on two SEOs, with three managers with different backgrounds and their respective employees. We used a quantitative methodology, administering questionnaire surveys to managers on conflict management and employees on organisational conflict and motivation. The results allowed us to conclude that managers' conflict management strategies in the SEOs under study are primarily accommodation and compromise, but that employees' perceptions are significantly different. The primary orientation of employee motivation is primarily affiliative. These results confirm that it is essential to approach conflicts constructively and respectfully to promote motivation in the workplace to encourage open communication, dialogue, and collaboration between employees, and the role of the manager as mediator is crucial for the wellbeing of the team and the overall success of the organisation.
Nowadays, the issue of conflict is in the spotlight in both professional and family life. In ancient times, the idea prevailed that conflict was negative, characterised by a lack of understanding, solidarity and collaboration. However, when conflict is seen as constructive and positive, it can be seen as an opportunity to correct problems and find solutions: constructive conflicts stimulate creativity, promote the exchange of ideas and lead to innovative solutions. Conflicts also have a direct impact on employee motivation, so when there are frequent conflicts between colleagues or between the team and the manager, this can lead to demotivation. Motivation, in turn, can be analysed from two theoretical perspectives: process theories and content theories. Our research focused on content theories, including intrinsic (Maslow) and extrinsic (Herzberg) motivational factors. In addition, we explored McClelland's three motivational theories: success, affiliation and power. As part of this research, we wanted to determine whether technical directors/managers with different scientific backgrounds have different or equivalent perspectives and conflict management strategies in the SEOs under study. We also analysed how these strategies relate to employees' motivational profiles. To this end, our study focussed on two SEOs, with three managers with different backgrounds and their respective employees. We used a quantitative methodology, administering questionnaire surveys to managers on conflict management and employees on organisational conflict and motivation. The results allowed us to conclude that managers' conflict management strategies in the SEOs under study are primarily accommodation and compromise, but that employees' perceptions are significantly different. The primary orientation of employee motivation is primarily affiliative. These results confirm that it is essential to approach conflicts constructively and respectfully to promote motivation in the workplace to encourage open communication, dialogue, and collaboration between employees, and the role of the manager as mediator is crucial for the wellbeing of the team and the overall success of the organisation.
Description
Keywords
Perfil científico Gestor Conflito estratégias de Gestão de Conflitos sobre conflito organizacional e motivação Scientific profile Manager Conflict Conflict Management strategies on organisational conflict and motivation