Gerações e comprometimento em diferentes contextos de gestão de pessoas no Brasil

Abstract

Editor responsável pela submissão:Diego Maganhotto Coraiola. Artigo analisado via processo de revisão duplo cego (Double-blind). GENERATIONS AND COMMITMENT IN DIFFERENT BRAZILIAN HUMAN RESOURCE MANAGEMENT CONTEXTS ABSTRACTThe purpose of this study is to analyze human resource management in organizations operating in Brazil, in connection to generational issues and commitment. A multi-case study was carried out in two companies: Dow and Promon. Questionnaires were applied to 331 Dow employees (out of a total population of 2465) and 298 Promon employees (out of a total population of 1800). As for generational management, results demonstrated that such management is not carried out in a formal manner, but rather takes place only informally through other programs that achieve this duty indirectly. At Promon, hierarchical position causes such a variation, whereas in Dow it is due to time at the company. Such differences are explained by the particular characteristics of the organizations. Such management takes place only informally, through other programs that achieve this duty indirectly. From this result, and from the display of the importance of productive coexistence among generations, the need for implementing formal policies that fulfill such a need can be observed. Generally speaking, although there is evidence of age-based generational differences in Brazil, there is evidence that human resource policies and practices, though not geared towards generational management, have the potential to make people commit in a similar manner, irrespective of their age. Keywords Generations; Human resource management; Commitment. GERAÇÕES E COMPROMETIMENTO EM DIFERENTES CONTEXTOS DE GESTÃO DE PESSOAS NO BRASILRESUMO O objetivo deste estudo é analisar a gestão de recursos humanos em organizações que operam no Brasil em relação a questões geracionais e de comprometimento. Um estudo multicasos foi realizado em duas empresas: Dow e Promon. Questionários foram aplicados a 331 funcionários da Dow (de um total de 2465) e a 298 da Promon (de um total de 1800). Quanto à gestão geracional, os resultados demonstraram que tal gestão não é realizada formalmente, porém, ocorre de maneira informal, por meio de outros programas que realizam essa função indiretamente. Na Promon, a posição hierárquica causa variações geracionais, enquanto na Dow é devido ao tempo de empresa. Essas diferenças são explicadas pelas características particulares das organizações. A partir desse resultado e da demonstração da importância da coexistência produtiva entre gerações, pode-se observar a necessidade de implementar políticas formais que atendam a tal necessidade. De um modo geral, embora haja evidências de diferenças geracionais baseadas na idade no Brasil, há evidências de que as políticas e práticas de recursos humanos, embora não voltadas para a gestão geracional, têm o potencial de comprometer as pessoas de maneira semelhante, independentemente de sua idade.Palavras-chave Gerações; Gestão de recursos humanos; Compromisso.Generations and commitment i...

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