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A gestão estratégica dos recursos humanos: o caso da Sasal, S.A. - Faurecia
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Abstract(s)
Uma realidade económica, em que as mudanças na envolvente são frequentes, implica que o tecido empresarial encare o sucesso de outra perspetiva. Perante um contexto de mudança acelerada, o que pode ser eficácia e sucesso empresarial, no curto prazo, pode transformar-se em insucesso, a médio ou longo prazo. As inovações tecnológicas, o contexto económico complexo, a incerteza em relação ao futuro, a competitividade internacional, as novas concepções socioculturais, entre outros, modificaram profundamente os compromissos da Gestão de Recursos Humanos. Perante uma sociedade em que se perspectivam grandes desafios, a qualidade da Gestão de Recursos Humanos poderá ser um fator chave, para o sucesso das organizações. O presente estudo tem como principais objetivos, dar a conhecer uma empresa que implementa práticas de Gestão de Recursos Humanos e mostrar como uma empresa do setor automóvel, “Sasal, S.A” - Faurecia define a sua estratégia e planeia a Gestão de Recursos Humanos. Foi usada uma abordagem qualitativa, com base numa entrevista semi-estruturada e na consulta de documentos sobre a Empresa. Com este estudo, podemos concluir que o Departamento de Recursos Humanos da “Sasal, S.A” – Faurecia é composto por três grandes áreas: recrutamento e onboarding, payroll e reporting e comunicação e training. Foi também possível verificar que a competência mais valorizada do ponto de vista pessoal da HR manager, é a inteligência emocional. Por último, as maiores dificuldades com que a empresa se depara são: localização dos colaboradores para trabalharem na empresa, qualificações dos operacionais e déficit no número de colaboradores.
An economic reality, where the changes of the surrounding environment are frequent, implies a different perspective of success in what the fabric business is concerned. Facing a context of an accelerated change, the perspective of an effective and successful business in short term can turn out to be unsuccessful, in medium or long term. Technological innovations, the complex economic context, uncertainty about the future, international competitiveness, new socio-cultural concepts, among others, have profoundly changed the commitments of the Human Resources Management. Facing a society that aims great challenges, the quality of the Human Resources Management can be a key factor for the success of the organizations. The main objectives of this study are to present a company that practices and implements the Human Resource Management practices and how a company in the automotive sector, "Sasal, S.A" - Faurecia, defines its strategy and plans for the Human Resources Management. A qualitative approach was used, based on a semi-structured interview. With this study, we can conclude that the Human Resources Department of the "Sasal, S.A" - Faurecia is composed by three main areas: recruitment and onboarding, payroll and reporting and communication and training. We can also conclude that the most valued competence, in the HR manager's personal point of view, is the emotional intelligence. Finally, the biggest difficulties the company faces are the location of employees to work in the company, qualifications of the employees and the shortage of employees.
An economic reality, where the changes of the surrounding environment are frequent, implies a different perspective of success in what the fabric business is concerned. Facing a context of an accelerated change, the perspective of an effective and successful business in short term can turn out to be unsuccessful, in medium or long term. Technological innovations, the complex economic context, uncertainty about the future, international competitiveness, new socio-cultural concepts, among others, have profoundly changed the commitments of the Human Resources Management. Facing a society that aims great challenges, the quality of the Human Resources Management can be a key factor for the success of the organizations. The main objectives of this study are to present a company that practices and implements the Human Resource Management practices and how a company in the automotive sector, "Sasal, S.A" - Faurecia, defines its strategy and plans for the Human Resources Management. A qualitative approach was used, based on a semi-structured interview. With this study, we can conclude that the Human Resources Department of the "Sasal, S.A" - Faurecia is composed by three main areas: recruitment and onboarding, payroll and reporting and communication and training. We can also conclude that the most valued competence, in the HR manager's personal point of view, is the emotional intelligence. Finally, the biggest difficulties the company faces are the location of employees to work in the company, qualifications of the employees and the shortage of employees.
Description
Keywords
Estratégia e práticas Gestão de recursos humanos Human resources management Strategy and practices
Pedagogical Context
Citation
Oliveira, A. J., Melo, J., & Ribeiro, C. (2020). A gestão estratégica dos recursos humanos: o caso da Sasal, S.A. - Faurecia. Gestão e Desenvolvimento, (28), 57-74. https://doi.org/10.34632/gestaoedesenvolvimento.2020.9465