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Técnicas de Gestão de Recursos Humanos para Promover a Motivação dos Colaboradores em Organizações Sociais: Um estudo no Concelho de Vila Real
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O presente estudo analisou a perceção de colaboradores e gestores de Instituições Particulares de Solidariedade Social (IPSS) sobre as práticas de Gestão de Recursos Humanos (GRH) e a sua relação com a motivação no trabalho. A investigação adotou uma metodologia quantitativa, recorrendo a dois questionários aplicados a colaboradores e gestores de diferentes respostas sociais, envolvendo participantes de 25 instituições do concelho de Vila Real. O estudo enquadra-se teoricamente nas principais abordagens da motivação no trabalho, incorporando contributos das teorias de conteúdo, processo e reforço, com especial destaque para Maslow (1954), Herzberg (1959) e Vroom (1964). O objetivo central consistiu em compreender de que forma as práticas formais de GRH, nomeadamente avaliação de desempenho, formação, progressão na carreira, liderança e participação, são percecionadas e como estas se relacionam com os níveis de motivação intrínseca, ligada ao interesse e sentido de propósito no trabalho, e extrínseca, associada a recompensas externas. Os resultados indicam que os colaboradores apresentam níveis elevados de motivação intrínseca, refletindo identificação com a missão social, realização pessoal e sentido de propósito. Contudo, observam-se fragilidades nas dimensões extrínsecas, sobretudo na remuneração, progressão e reconhecimento. Entre os gestores, verifica-se uma perceção mais favorável das práticas de GRH e uma valorização acentuada dos fatores extrínsecos enquanto determinantes da motivação das equipas. A comparação entre grupos evidencia um desalinhamento entre práticas, expetativas e necessidades. A análise sociodemográfica mostra ainda que colaboradores com maior tempo de serviço e qualificações demonstram maior sensibilidade a fatores extrínsecos. Globalmente, o estudo sublinha a necessidade de reforço estratégico das práticas formais de GRH, garantindo maior equidade, clareza processual e oportunidades de desenvolvimento no terceiro setor.
This study examined the perceptions of employees and managers from Private Institutions of Social Solidarity (IPSS) regarding Human Resource Management (HRM) practices and their relationship with work motivation. A quantitative methodology was adopted, using two questionnaires applied to employees and managers across different social responses, involving participants from 25 institutions in the municipality of Vila Real. The study is theoretically grounded in the main approaches to work motivation, incorporating contributions from content, process and reinforcement theories, with particular emphasis on Maslow (1954), Herzberg (1959) and Vroom (1964). The central objective was to understand how formal HRM practices—namely performance appraisal, training, career progression, leadership and participation—are perceived and how they relate to levels of intrinsic motivation, associated with interest and purpose in the work itself, and extrinsic motivation, related to external rewards. The results indicate that employees show high intrinsic motivation, reflecting strong identification with the social mission, personal fulfilment and a sense of purpose. However, weaknesses emerge in extrinsic dimensions, particularly remuneration, career progression and recognition. Managers, in turn, demonstrate a more favourable perception of HRM practices and place greater emphasis on extrinsic factors as key drivers of team motivation. The comparison between groups highlights a misalignment between practices, expectations and perceived needs. Sociodemographic analysis further reveals that employees with longer tenure and higher qualifications show greater sensitivity to extrinsic factors. Overall, the study underscores the need to strengthen formal HRM practices, ensuring greater equity, procedural clarity and development opportunities within the third sector.
This study examined the perceptions of employees and managers from Private Institutions of Social Solidarity (IPSS) regarding Human Resource Management (HRM) practices and their relationship with work motivation. A quantitative methodology was adopted, using two questionnaires applied to employees and managers across different social responses, involving participants from 25 institutions in the municipality of Vila Real. The study is theoretically grounded in the main approaches to work motivation, incorporating contributions from content, process and reinforcement theories, with particular emphasis on Maslow (1954), Herzberg (1959) and Vroom (1964). The central objective was to understand how formal HRM practices—namely performance appraisal, training, career progression, leadership and participation—are perceived and how they relate to levels of intrinsic motivation, associated with interest and purpose in the work itself, and extrinsic motivation, related to external rewards. The results indicate that employees show high intrinsic motivation, reflecting strong identification with the social mission, personal fulfilment and a sense of purpose. However, weaknesses emerge in extrinsic dimensions, particularly remuneration, career progression and recognition. Managers, in turn, demonstrate a more favourable perception of HRM practices and place greater emphasis on extrinsic factors as key drivers of team motivation. The comparison between groups highlights a misalignment between practices, expectations and perceived needs. Sociodemographic analysis further reveals that employees with longer tenure and higher qualifications show greater sensitivity to extrinsic factors. Overall, the study underscores the need to strengthen formal HRM practices, ensuring greater equity, procedural clarity and development opportunities within the third sector.
Descrição
Palavras-chave
Motivação Gestão de Recursos Humanos IPSS Terceiro Setor
Contexto Educativo
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Licença CC
Sem licença CC