| Name: | Description: | Size: | Format: | |
|---|---|---|---|---|
| 2.36 MB | Adobe PDF |
Advisor(s)
Abstract(s)
Grande parte das organizações atravessam o desafio diário de gerir diferentes maneiras de ver, de
ser e de estar no mundo, não só a nível profissional mas também a nível pessoal. As gerações são
hoje uma realidade que não se limita à existência de duas ou três gerações, mas sim a uma verdadeira
convivência geracional, verificando-se em muitas empresas intervalos geracionais até cinco anos.
Em tempos de mudança, torna-se premente garantir a constante atualização das diferentes gerações
através de um acompanhamento personalizado, bem como uma convivência inter-geracional
promotora de uma aprendizagem mútua. Grande parte do sucesso da gestão de pessoas está na forma
como os colaboradores se sentem motivados e comprometidos com a organização, sendo
fundamental o papel que a comunicação interna assume neste processo. Perante a existência de
várias gerações, a forma de comunicar multiplica-se por tantas vezes quantas as gerações existentes,
pelo que é essencial fazer com que esta realidade não seja vista como um problema, mas sim como
uma oportunidade de crescimento e vantagem competitiva, à qual o Sheraton Lisboa Hotel & Spa
não é alheio.
Falar da cultura organizacional do Sheraton Lisboa Hotel&Spa implica necessariamente considerar
as cinco gerações que dele fazem parte, desde os tradicionalistas com mais de 40 anos de casa, aos
recém-chegados “digital natives” que como o próprio nome indica já só vivem através de uma
comunicação digital. Neste contexto, onde predomina uma elevada média de idade e antiguidade,
são partilhados determinados valores, crenças, hábitos e comportamentos característicos de cada
geração que tornam única a identidade geracional vivida no Sheraton Lisboa Hotel&Spa.
Nesta dissertação foi possível concluir que todas as gerações valorizam a comunicação interna como
essencial para o seu bom funcionamento, bem como para a motivação e compromisso dos
colaboradores. Apesar do cepticismo das gerações mais experientes, e da ânsia de aprender das
gerações mais novas, existe uma consciencialização por parte de todas as gerações de que a
convivência geracional é uma realidade, e mais que isso uma vantagem desta organização.
Most organizations face the daily challenge of managing different ways of seeing and being in the world, not only professionally but also on a personal level. Generations are today a reality that is not limited to the existence of two or three generations, but to a true generational coexistence, that means in many companies intervals up to five years. In times of change, it is imperative to guarantee the constant updating of the different generations through a personalized accompaniment, as well as an intergenerational coexistence that promotes mutual learning. Much of the success of people management is in how employees feel motivated and committed to the organization, and the role that internal communication plays in this process is fundamental. With the existence of several generations, the way of communicating multiplies as often as the existing generations, so it is essential to make this reality not seen as a problem, but as an opportunity for growth and competitive advantage, in which Sheraton Lisboa Hotel & Spa is includeed. Talk about the organizational culture of the Sheraton Lisboa Hotel & Spa necessarily involves considering the five generations that belong to it, from the traditionalists with more than 40 years of home, to the new arrivals "digital natives" that as its name indicates already live only through a digital communication. In this context, where there is an high average age and the seniority predominate, certain values, beliefs, habits and behaviors of each generation are shared which make unique the generational identity lived in the Sheraton Lisboa Hotel & Spa. In this dissertation it was possible to conclude that all the generations value the internal communication as essential for its good functioning, as well as for the motivation and commitment of the associates. Despite the skepticism of the more experienced generations, and the eagerness to learn from the younger generations, there is a generational awareness that generational coexistence is a reality and more than an advantage of this organization.
Most organizations face the daily challenge of managing different ways of seeing and being in the world, not only professionally but also on a personal level. Generations are today a reality that is not limited to the existence of two or three generations, but to a true generational coexistence, that means in many companies intervals up to five years. In times of change, it is imperative to guarantee the constant updating of the different generations through a personalized accompaniment, as well as an intergenerational coexistence that promotes mutual learning. Much of the success of people management is in how employees feel motivated and committed to the organization, and the role that internal communication plays in this process is fundamental. With the existence of several generations, the way of communicating multiplies as often as the existing generations, so it is essential to make this reality not seen as a problem, but as an opportunity for growth and competitive advantage, in which Sheraton Lisboa Hotel & Spa is includeed. Talk about the organizational culture of the Sheraton Lisboa Hotel & Spa necessarily involves considering the five generations that belong to it, from the traditionalists with more than 40 years of home, to the new arrivals "digital natives" that as its name indicates already live only through a digital communication. In this context, where there is an high average age and the seniority predominate, certain values, beliefs, habits and behaviors of each generation are shared which make unique the generational identity lived in the Sheraton Lisboa Hotel & Spa. In this dissertation it was possible to conclude that all the generations value the internal communication as essential for its good functioning, as well as for the motivation and commitment of the associates. Despite the skepticism of the more experienced generations, and the eagerness to learn from the younger generations, there is a generational awareness that generational coexistence is a reality and more than an advantage of this organization.
Description
Keywords
Gerações Cultura Comunicação interna Motivação Compromisso Identidade organizacional Generations Culture Internal communication Motivation Commitment Organizational identity