Estratégias de atração e retenção de pessoal de elevada qualificação gerencial e técnica em empresas industriais de Sobral (CE)

• Ano de defesa: 2011
• Autor(a) principal: Lopes, Rita de Cássia
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Palavras-chave em Português: Mercado de trabalho; Administração de pessoal; Seleção de Pessoal
• Link de acesso: http://www.repositorio.ufc.br/handle/riufc/62062

This study aimed to analyze the strategies for attracting and retaining staff, highly qualified managerial and technical, in industries located in Sobral-CE, Brazil. The supply of the human factor in peripheral constitutes allocational classical difficult in studies on economic development. In the context of industrial units in the hinterland region of the Brazilian Northeast, the problem seems to be enhanced, particularly due to the intensification of attraction practices and industrial development of backwood regions, led by several states in recent decades. The research is qualitative, descriptive type. As for methods, it is a field research is cross-sectional modality for addressing a variety of industries and companies selected by size and representativity in one of the industrial districts of the state, the city of Sobral. Without being through empirical evidence on this assumption, the research proposes that the conclusions can be extended to the context of companies located far from major metropolitan areas and therefore the areas most economically dynamics. During data collection, it was taken as sample, five of the seven largest companies. For this, we used semi-structured interviews with managers of Human Resources, said the company in February 2011, guided by general analytical method to collect and analyze data, analytic categories whose pre-defined in the plan helped analyze theoretical arguments. In this sense, the study may certify the predominance of attraction and retention approaches, based on fixed remuneration to the detriment of alternative variable remuneration, career, training and quality of life, or a combination of these factors and more strategically and balanced, one predominating broad field of development in practice to retain people of researched companies. The results show, therefore, that practices underdeveloped attraction and retention, and unarticulated, suggest the existence of a broad field of development of management practices of people in the surveyed companies for the benefit of organizational competitiveness.