Percepções dos indivíduos sobre as consequências do teletrabalho na configuração home-office: estudo de caso na Shell Brasil

Abstract

ResumoCom o avanço da tecnologia da informação e da comunicação e as mudanças da sociedade, novas formas de flexibilização das relações de trabalho têm se disseminado, entre as quais o teletrabalho. Uma das modalidades de teletrabalho é aquela em que o indivíduo executa as tarefas de casa, mantendo, porém, o vínculo de emprego formal com uma organização. Este artigo focaliza, em especial, essa modalidade, levantando as percepções dos indivíduos que nela atuam sobre as consequências para a sua vida pessoal e profissional. Trata-se de estudo de caso na Shell Brasil, empresa que, desde 2000, promoveu a migração de alguns funcionários para o regime home-office. A metodologia de natureza qualitativa compreendeu entrevistas com profissionais desse grupo. Os resultados permitiram identificar um quadro conceitual que aponta elementos condicionantes e elementos que os indivíduos parecem utilizar como balizadores de suas avaliações sobre a condição de teletrabalhadores home-office. Entre os condicionantes, destacamse características da pessoa, da organização, dos recursos e procedimentos disponibilizados, do trabalho, da família, do espaço doméstico e da sociedade. Como elementos balizadores surgem: o desempenho na empresa e os efeitos para a carreira, a relação com o trabalho, a vida pessoal e as relações sociais e em família.Palavras-chave: teletrabalho; home-office; relações de trabalho; tempo e espaço; gestão de RH. AbstractWith the advance of the information and communication technology and the recent changes in society, new forms of work relations have become popular, including telework. An example of telework arrangement is that in which the individual performs tasks from home, maintaining, however, a formal employment with an organization. This article focuses on such modality, aiming to identify individuals' perceptions about the consequences of telework for their personal and professional lives. The article presents a qualitative case study conducted at Shell Brazil, a company that has transferred some employees to the home-office scheme since the year of 2000. The methodology is comprised of interviews with individuals in that group. Results helped to identify a conceptual framework pointing to constraint and reference aspects that they use to evaluate their situation as home-office employees. Among the constraints, some aspects concern to: the individual, the organization, the resources available, the work tasks, the family, the home space and the characteristics of society. As reference elements, we can observe: the impacts on performance and the effects on career; the individual's relation with work; the quality of personal life and the relations in family and in society.

Home office em uma multinacional de tecnologia da informação

“…Dentre as inúmeras modificações na organização, o avanço do uso da tecnologia da informação facilita formas de flexibilização das relações de trabalho (BARROS, SILVA, 2010). Existe um fenômeno do ambiente empresarial que se tornou possível com a difusão da TI, o chamado teletrabalho ou home office.…”

Aspectos críticos do teletrabalho em uma companhia multinacional

“…Another factor that contributes to this increase in individual productivity is the fact that workers who perform their activities outside of the office tend to make a greater effort to show that they are producing results for the organization (BARROS and SILVA, 2010;COENEN and KOK, 2014). In addition, a worker in the office represents an indirect expense in the form of costs such as water, coffee, electricity, etc.…”

“…In addition, a worker in the office represents an indirect expense in the form of costs such as water, coffee, electricity, etc. which also should be taken into account (BARROS and SILVA, 2010) and in the case of telework part of these costs are passed to the teleworker when work is performed at home (WHITTLE and MUELLER, 2009). …”

“…Thus the worker is apt to dedicate extra time to deliver a recently assigned task with a deadline defined by the organization. This commitment occurs due to the need that employees feel to demonstrate their abilities and skills, as mentioned above, as well as the feeling that this time can be compensated for in the future by realizing personal activities during working hours, for example (BARROS and SILVA, 2010).…”

“…Telework has thus appeared as an option to handle the challenges of work such as maintaining a company's physical space and fixed costs, work displacement, flexibility in management and accompanying the expected results (COENEN and KOK, 2014;BARROS and SILVA, 2010;SERRA, 2010). In addition, it can be argued that telework, depending on its operationalization, can be employed as a strategy to retain young workers who seek flexibility and, at the same time, the development of skills in organizations.…”