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Publication
Ambientes de trabalho: uma perspetiva multigeracional sobre valores de trabalho e perceções entre gerações
| Name: | Description: | Size: | Format: | |
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| 1.57 MB | Adobe PDF |
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Advisor(s)
Abstract(s)
Atualmente, as organizações têm no seu capital humano trabalhadores de 3
gerações distintas. Quando associada a comportamentos característicos de cada
faixa etária, a idade consiste num elemento distintivo entre grupos de
trabalhadores. A multigeracionalidade pode ter impactos positivos e negativos na
liderança e na gestão de recursos humanos, na medida em que a identidade
geracional pode ser suscetível de determinar o que os indivíduos dessa geração
querem do trabalho. Este estudo considera o conceito teórico de gerações e
descreve as características distintivas que diferenciam as gerações Baby Boomers,
Geração X e Geração Y. O objetivo deste estudo é observar a existência de
diferenças nos valores de trabalho com base na segmentação por gerações e nas
características comummente associadas a cada geração, no contexto específico da
Administração Pública. É, ainda, objetivo deste estudo observar a existência de
diferenças na perceção dos valores de trabalho valorizados pelas gerações e
identificar quais os aspetos relacionados com o trabalho que cada geração
considera como sendo positivos e negativos relativamente à sua e às restantes
gerações. O estudo discute os resultados obtidos através da aplicação de 285
inquéritos a trabalhadores da Administração Pública. Os resultados obtidos
evidenciam que não existem diferenças geracionais na graduação de valores de
trabalho, contudo existem diferenças na perceção dos valores de trabalho
valorizados pelas gerações. As diferenças percebidas podem resultar de crenças
sobre gerações cabendo aos gestores de recursos humanos e à liderança intervir
para desconstruir estereótipos. O estudo das gerações e da diversidade geracional
no local de trabalho revela-se de interesse por ser um contributo para a análise das
relações de trabalho, facilitando a compreensão de diferentes atitudes, valores e
comportamentos dos trabalhadores de cada geração e por fornecer elementos para
desenvolvimento de estratégias de trabalho em equipa.
Today, organizations have in their human capital workers from 3 distinct generations. When associated with characteristic behaviours of each age group, age is a distinctive element among groups of workers. Multigenerationality can have both positive and negative impacts on leadership and human resource management, as generational identity may be able to determine what individuals in that generation want from work. This study considers the theoretical concept of generations and describes the distinctive characteristics that differentiate the Baby Boomers, Generation X and Generation Y. The aim of this study is to observe the existence of differences in work values based on generational segmentation and characteristics commonly associated with each generation, in the specific context of public administration. It is also the objective of this study to observe the existence of differences in the perception of the work values valued by the generations and to identify which aspects related to the work that each generation considers to be positive and negative in relation to theirs and the other generations. The study discusses the results obtained through the application of 285 surveys to Public Administration workers. The results obtained show that there are no generational differences in the graduation of work values, however there are differences in the perception of work values valued by generations. Perceived differences may result from beliefs about generations and it is important for human resource management and leadership to intervene to deconstruct stereotypes. The study of generations and generational diversity in the workplace is of interest as it contributes to the analysis of labour relations, facilitating the understanding of different attitudes, values and behaviours of the workers of each generation and providing elements for the development of teamwork strategies.
Today, organizations have in their human capital workers from 3 distinct generations. When associated with characteristic behaviours of each age group, age is a distinctive element among groups of workers. Multigenerationality can have both positive and negative impacts on leadership and human resource management, as generational identity may be able to determine what individuals in that generation want from work. This study considers the theoretical concept of generations and describes the distinctive characteristics that differentiate the Baby Boomers, Generation X and Generation Y. The aim of this study is to observe the existence of differences in work values based on generational segmentation and characteristics commonly associated with each generation, in the specific context of public administration. It is also the objective of this study to observe the existence of differences in the perception of the work values valued by the generations and to identify which aspects related to the work that each generation considers to be positive and negative in relation to theirs and the other generations. The study discusses the results obtained through the application of 285 surveys to Public Administration workers. The results obtained show that there are no generational differences in the graduation of work values, however there are differences in the perception of work values valued by generations. Perceived differences may result from beliefs about generations and it is important for human resource management and leadership to intervene to deconstruct stereotypes. The study of generations and generational diversity in the workplace is of interest as it contributes to the analysis of labour relations, facilitating the understanding of different attitudes, values and behaviours of the workers of each generation and providing elements for the development of teamwork strategies.
Description
Keywords
Gerações Diversidade geracional Valores do trabalho Gestão de recursos humanos