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O outro lado do employer attractiveness : será esta uma estratégia exclusiva para talentos
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Abstract(s)
São poucas as investigações no âmbito do Employer Branding que procuram compreender o impacto destas estratégias nos colaboradores atuais de uma organização, assentando a maioria na perspetiva da atração de Talento. Este estudo procura colmatar esta lacuna através da compreensão do impacto destas práticas no Desempenho Individual de Trabalho e nas Intenções de Saída, aspetos essenciais para o alcance de vantagem competitiva no contexto atual. Adicionalmente, tendo em conta que estas práticas surgem associadas à atração de Talento, procurou compreender-se o efeito moderador do Talento nesta relação.
Este estudo contou com a participação de 227 sujeitos empregados (72% do sexo feminino e 28% do sexo masculino), com idades compreendidas entre os 18 e os 62 anos.
Recorreu-se a quatro instrumentos, a escala de Employer Attractiveness (EA) de Puri (2018), a escala de Desempenho Individual de Trabalho de Koopmans e colaboradores (2012), a escala de Intenções de Saída de Bozeman e Perrewe’s (2001) e a escala de Talento Organizacional de Oliveira e colaboradores (2013).
Os resultados obtidos permitem verificar a existência de um impacto significativo de algumas dimensões do EA (Valor Papel, Valor Familiar, Valor Crescimento Carreira, Valor Ético e Cultural, Valor Localização e Valor Desenvolvimento) nos outcomes em estudo. Ao nível do efeito moderador do Talento, este apenas se verificou parcialmente na relação entre o EA e o Desempenho, tendo estas práticas demonstrado um efeito potenciado em colaboradores com menores níveis de Talento.
There are few investigations within the scope of Employer Branding that seek to understand the impact of these strategies on the current employees of an organization, based mostly on the prospect of attracting Talent. This study seeks to fill this gap by understanding the impact of this practices on Individual Work Performance and Turnover Intentions on the current employees of an organization, essential aspects for achieving competitive advantage in the current organizational context. In addition, and taking into account that these practices appear associated with the need to attract Talents, it was also attempted to understand the moderating impact of talent on this relashionship. This study included 227 employed subjects, with a sample of 72% female and 28% male, aged between 18 and 62 years. In order to measure the variables, four scales were used, the Employer Attractiveness Questionnaire of Puri (2018), the Koopmans and collaborators (2012) Individual Work Performance Questionnaire, the Bozeman and Perrewe’s (2001) Turnover Intentions Questionnaire and the Organizational Talent Questionnaire of Oliveira and collaborators (2013). The results allow to verify the existence of a significant impact of some dimensions of the EA (Paper Value, Family Value, Career Growth Value, Ethical and Cultural Value, Location Value and Development Value) on the outcomes in study. In terms of the moderating effect of Talent, this was only partially verified between EA and Performance, where those practices revealed a higher effect on employees with lower levels of talent.
There are few investigations within the scope of Employer Branding that seek to understand the impact of these strategies on the current employees of an organization, based mostly on the prospect of attracting Talent. This study seeks to fill this gap by understanding the impact of this practices on Individual Work Performance and Turnover Intentions on the current employees of an organization, essential aspects for achieving competitive advantage in the current organizational context. In addition, and taking into account that these practices appear associated with the need to attract Talents, it was also attempted to understand the moderating impact of talent on this relashionship. This study included 227 employed subjects, with a sample of 72% female and 28% male, aged between 18 and 62 years. In order to measure the variables, four scales were used, the Employer Attractiveness Questionnaire of Puri (2018), the Koopmans and collaborators (2012) Individual Work Performance Questionnaire, the Bozeman and Perrewe’s (2001) Turnover Intentions Questionnaire and the Organizational Talent Questionnaire of Oliveira and collaborators (2013). The results allow to verify the existence of a significant impact of some dimensions of the EA (Paper Value, Family Value, Career Growth Value, Ethical and Cultural Value, Location Value and Development Value) on the outcomes in study. In terms of the moderating effect of Talent, this was only partially verified between EA and Performance, where those practices revealed a higher effect on employees with lower levels of talent.
Description
Dissertação de Mestrado apresentada no ISPA – Instituto Universitário para obtenção do grau de Mestre na especialidade de Psicologia Social e das Organizações.
Keywords
Employer branding Employer atractiveness Intenções de saída Desempenho individual de trabalho Talento Turnover intentions Individual work performance Talent