Banca de DEFESA: RICARDO LUZ RIBEIRO
Uma banca de DEFESA de MESTRADO foi cadastrada pelo programa.DISCENTE : RICARDO LUZ RIBEIRO
DATA : 19/10/2020
HORA: 17:00
LOCAL: Videoconfêrencia
TÍTULO:
Organizational commitment: the influence of the staff allocation process on the organizational commitment of administration assistants of the Federal Institute of North of Minas Gerais (IFNMG)
PALAVRAS-CHAVES:
Organizational Commitment. Staff Allocation. Strategic People Management. Assistants in Administration. IFNMG.
PÁGINAS: 128
GRANDE ÁREA: Ciências Sociais Aplicadas
ÁREA: Administração
RESUMO:
The people management field has undergone changes over the years, in which the technical and operational performance has become obsolete in view of the more modern approach with a focus on Strategic People Management. In this sense, it is necessary to change people management practices by organizations, notably public institutions. Among these practices, the allocation of staff assumes a prominent role. When well executed, it becomes a differential for organizations and the development of people, and may even affect the commitment of employees to the organization. Thus, the present study aimed to assess how the staff allocation process influences the organizational commitment of employees in the position of Assistant in Administration (AA) at IFNMG. It was assumed that the servant, depending on the allocation process in which it is submitted, may present different levels of commitment to the organization, for each dimension outlined in the three-dimensional model proposed by the authors Meyer and Allen (1990; 1991). With regard to the methodological procedures adopted in this research, this work is classified as a case study, which approached the qualitative analysis of the collected data. To this end, questionnaires were applied to the AA servants of the IFNMG, in google forms format, which consisted of the scale of organizational commitment presented by Siqueira (2008), combined with a scale prepared by the author. The latter, contained 18 questions that sought to assess the allocation process, the performance of activities of AA servants and the relationship between the organizational commitment of these servants and the allocation process they experienced at the IFNMG. In addition, semi-structured interviews were conducted with four managers of that institution in order to get to know their perceptions about the AA allocation process as well as their relationship with the organizational commitment of these employees. The results showed a low or median organizational commitment of the AA of the IFNMG, and the affective dimension was the one that had the best score among the three analyzed, contradicting the assumption that it would be the calculative, as pointed out by the servants themselves. In addition, the managers recognized that the institution does not have a formal allocation model or mechanisms that allow employees to provide feedback on their activities or request movement in the sector or area, but they recognize its importance and understand that there is a straight relationship with the organizational commitment of the surveyed servants. The servants were not able to assert that they feel committed to the work, as they consider that they were properly allocated, but they affirm, in their majority, that they can do other activities that would be more related to their area of training and interest and that a more complex job would lead them to be more committed. As an intervention proposal, a relocation model was created by the author for the current AA servants. Finally, since it cannot be said that the results found on the allocation of staff of the servants directly affect their commitment to the institution, it is necessary to deepen the analysis with these servants to elucidate the reason why they presented themselves median or weakly committed to the IFNMG.
MEMBROS DA BANCA:
Presidente - 1913274 - DENISE RIBEIRO DE ALMEIDA
Interno - 3088038 - ANA RITA SILVA SACRAMENTO
Externo à Instituição - LIDIA BOAVENTURA PIMENTA - UNEB