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Publication
Quais as razões por detrás da intenção de saída ou permanência numa organização?
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Advisor(s)
Abstract(s)
O presente estudo tem como objetivo compreender o efeito que as práticas de
Responsabilidade Social Organizacional (RSO) e Employer Attractiveness (EA) têm na
Intenção de Saída Organizacional, e o impacto da idade nestas relações. Além de pretender-se
identificar as práticas de RSO e EA que exercem maior efeito na Intenção de Saída.
Este estudo contou com a participação de 324 indivíduos, 112 do sexo masculino
(35%) e 212 do sexo feminino (65%), com idades compreendidas entre 20 e 64 anos.
Para mensurar estas variáveis foram utilizadas Corporate Social Responsability Scale
(Turker, 2009b), Employer Attractiveness Scale (Puri, 2018) e a Escala de Intenções de Saída
Organizacional (Bártolo-Ribeiro, 2018).
Os resultados revelam que práticas de RSO diminuem a Intenção de Saída e aumentam
a Intenção de Permanência; práticas de EA também diminuem a Intenção de Saída e aumentam
a Intenção de Permanência; Idade moderou a relação entre o Valor de Valorização e
Crescimento Profissional e a Intenção de Permanência; práticas de Valor Valorização e
Crescimento Profissional e o Valor Inovação e Reconhecimento têm maior efeito na Intenção
de Saída, enquanto que práticas de RSO e de Valor Valorização e Crescimento Profissional têm
maior efeito na Intenção de Permanência.
A partir deste estudo, analisa-se as práticas de RSO e EA que promovem e/ou
diminuem a Intenção de Saída e Intenção de Permanência, atendendo ao contexto
multigeracional atual. Assim, este estudo possibilitará às organizações antecipar a sua saída
voluntária, adotando atempadamente práticas que promovam Intenção de Permanência e
diminuem Intenção de Saída.
The present study aims to understand the effect that Corporate Social Responsibility (CSR) and Employer Attractiveness (EA) practices have on Intention to Leave, and if employee´s age moderates these relationships. In addition to identifying the CSR and EA practices that have the greatest effect on Intention to Leave. This study had the participation of 324 individuals, 112 males (35%) and 212 females (65%), aged between 20 and 64 years. To measure these variables, the Corporate Social Responsibility Scale (Turker, 2009b), the Employer Attractiveness Scale (Puri, 2018) and the Organizational Exit Intention Scale (Bártolo-Ribeiro, 2018) were used. The results reveal that CSR practices decrease the Intention to Leave and increase the Intent to Stay; EA practices also decrease Intention to Leave and increase Intention to Stay; Age moderated the relationship between the Value of Appreciation and Professional Growth and the Intention to Stay; practices of Value of Appreciation and Professional Growth and Value of Innovation and Recognition have a greater effect on Intention to Leave, while CSR and Value of Appreciation and Professional Growth have a greater effect on Intention to Stay. From this study, we analyze the practices of CSR and EA that promote and/or reduce the Intention to Leave and Intention to Stay, given the current multigenerational context. Thus, this study will enable organizations to anticipate their voluntary departure, timely adopting practices that promote Intention to Stay and decrease Intention to Leave.
The present study aims to understand the effect that Corporate Social Responsibility (CSR) and Employer Attractiveness (EA) practices have on Intention to Leave, and if employee´s age moderates these relationships. In addition to identifying the CSR and EA practices that have the greatest effect on Intention to Leave. This study had the participation of 324 individuals, 112 males (35%) and 212 females (65%), aged between 20 and 64 years. To measure these variables, the Corporate Social Responsibility Scale (Turker, 2009b), the Employer Attractiveness Scale (Puri, 2018) and the Organizational Exit Intention Scale (Bártolo-Ribeiro, 2018) were used. The results reveal that CSR practices decrease the Intention to Leave and increase the Intent to Stay; EA practices also decrease Intention to Leave and increase Intention to Stay; Age moderated the relationship between the Value of Appreciation and Professional Growth and the Intention to Stay; practices of Value of Appreciation and Professional Growth and Value of Innovation and Recognition have a greater effect on Intention to Leave, while CSR and Value of Appreciation and Professional Growth have a greater effect on Intention to Stay. From this study, we analyze the practices of CSR and EA that promote and/or reduce the Intention to Leave and Intention to Stay, given the current multigenerational context. Thus, this study will enable organizations to anticipate their voluntary departure, timely adopting practices that promote Intention to Stay and decrease Intention to Leave.
Description
Dissertação de Mestrado apresentada no ISPA –
Instituto Universitário para obtenção de grau de Mestre
na especialidade de Psicologia Social e das
Organizações.
Keywords
Responsabilidade social organizacional Employer attractiveness Intenção de saída Idade Corporate social responsability Intention to leave Age