Desenvolvimento e implementação da política global de recursos humanos na empresa Sistran Engenharia (SU), Lda
Miniatura indisponível
Data
2024
Título da revista
ISSN da revista
Título do Volume
Editora
Resumo
O presente trabalho de projeto tem como objetivo desenvolver e implementar uma Política global de Recursos Humanos (RH) na empresa SISTRAN Engenharia (SU) Lda por meio de uma abordagem qualitativa associada à filosofia interpretativa. A pesquisa foi conduzida por meio da metodologia de Pesquisa-Ação, um processo colaborativo e participativo que procurou soluções práticas para os desafios organizacionais encontrados. No entendimento das escolhas de implementação, adotou-se o modelo do caleidoscópio de mudança, explorando as seis categorias essenciais defendidas por Balogun e Hope Hailey (2004). A utilização dos objetivos SMART (Specific, Measurable, Achievable, Relevant, Time-bound) permitiu a criação e o desenvolvimento das metas estruturadas facilitando a avaliação contínua, conforme proposto por Cothran e Wysocki (2005). A gestão do projeto seguiu a metodologia do ciclo de vida do projeto, definido pelo Project Management Institute (PMI, 2021), em conformidade com as cinco etapas defendidas. O plano de implementação do projeto incorporou a ferramenta PERT (Program Evaluation and Review Technique) para determinar com precisão o tempo e a execução das atividades, realçando o caminho crítico (Santos, 2020). Os resultados alcançados incluem o desenvolvimento e a implementação bem sucedida da Política Global de RH. Para o futuro, recomenda-se á empresa a monitorização da implementação da Política através dos indicadores-chave de desempenho KPIs relacionados à Gestão de Recursos Humanos. Esses KPIs, como a satisfação, produtividade, absentismo e turnover, serão fundamentais para a avaliação da eficácia da Política Global de RH, alinhando se ao Blanced Scorecard (BSC) de Kaplan e Norton (1997, como citado em Soares et al., 2023). Palavras-chave: Desenvolvimento, Implementação, Políticas de RH, Estratégia global de RH, Gestão de Recursos Humanos
The present project work aims to develop and implement a global Human Resources (HR) Policy at the company SISTRAN Engenharia (SU) Lda through a qualitative approach associated with interpretative philosophy. The research was conducted using the Action Research methodology, a collaborative and participatory process that sought practical solutions to the organizational challenges encountered. In understanding implementation choices, the kaleidoscope of change model was adopted, exploring the six essential categories defended by Balogun and Hope Hailey (2004). The use of SMART objectives (Specific, Measurable, Achievable, Relevant, Time-bound allowed the creation and development of structured goals, facilitating continuous evaluation, as proposed by Cothran and Wysocki (2005). Project management followed the project life cycle methodology, defined by the Project Management Institute (PMI, 2021), in accordance with the five stages advocated. The project implementation plan incorporated the PERT tool (Program Evaluation and Review Technique) to accurately determine the time and execution of activities, highlighting the critical path (Santos, 2020). Results achieved include the development and successful implementation of the Global HR Policy. For the future, it is recommended that the company monitor the implementation of the Policy through key performance indicators (KPIs) related to HRM. These KPIs, such as satisfaction, productivity, absenteeism and turnover, will be fundamental for evaluating the effectiveness of the Global HR Policy, in line with the Blanced Scorecard (BSC) by Kaplan and Norton (1997, as cited in Soares et al., 2023). Keywords: Development, Implementation, HR Policies, Global HR Strategy, Human Resource Management
The present project work aims to develop and implement a global Human Resources (HR) Policy at the company SISTRAN Engenharia (SU) Lda through a qualitative approach associated with interpretative philosophy. The research was conducted using the Action Research methodology, a collaborative and participatory process that sought practical solutions to the organizational challenges encountered. In understanding implementation choices, the kaleidoscope of change model was adopted, exploring the six essential categories defended by Balogun and Hope Hailey (2004). The use of SMART objectives (Specific, Measurable, Achievable, Relevant, Time-bound allowed the creation and development of structured goals, facilitating continuous evaluation, as proposed by Cothran and Wysocki (2005). Project management followed the project life cycle methodology, defined by the Project Management Institute (PMI, 2021), in accordance with the five stages advocated. The project implementation plan incorporated the PERT tool (Program Evaluation and Review Technique) to accurately determine the time and execution of activities, highlighting the critical path (Santos, 2020). Results achieved include the development and successful implementation of the Global HR Policy. For the future, it is recommended that the company monitor the implementation of the Policy through key performance indicators (KPIs) related to HRM. These KPIs, such as satisfaction, productivity, absenteeism and turnover, will be fundamental for evaluating the effectiveness of the Global HR Policy, in line with the Blanced Scorecard (BSC) by Kaplan and Norton (1997, as cited in Soares et al., 2023). Keywords: Development, Implementation, HR Policies, Global HR Strategy, Human Resource Management
Descrição
Palavras-chave
MANAGEMENT, HUMAN RESOURCES MANAGEMENT, ACTION RESEARCH, ORGANIZATIONAL COMMITMENT, PERFORMANCE EVALUATION, STRATEGIC PLANNING, LABOUR PRODUCTIVITY, SATISFACTION, PRODUCTIVITY, ABSENTEEISM, MESTRADO EM GESTÃO AVANÇADA DE RECURSOS HUMANOS, GESTÃO, GESTÃO DE RECURSOS HUMANOS, INVESTIGAÇÃO-AÇÃO, COMPROMISSO ORGANIZACIONAL, AVALIAÇÃO DO DESEMPENHO, PLANOS ESTRATÉGICOS, PRODUTIVIDADE NO TRABALHO, SATISFAÇÃO, PRODUTIVIDADE, ABSENTISMO