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Abstract(s)
O setor bancário português tem vindo a sofrer alterações estruturais profundas, influenciando a motivação e a produtividade dos seus colaboradores. Neste sentido, tendo em conta a importância do setor e a escassa informação existente na literatura sobre o tema, considerou-se pertinente o seu estudo. Tendo como objetivo analisar a influência que a motivação tem no desempenho das funções dos colaboradores do setor bancário, adotou-se uma metodologia qualitativa, com recurso a 33 entrevistas efetuadas a colaboradores de sete Bancos distintos do Distrito de Viseu. A análise de conteúdo das respostas permitiu concluir que a motivação contribui positivamente para o desempenho profissional e, consequentemente, para a produtividade, que os fatores que mais contribuem para a motivação são a boa relação entre colegas, a carga horária, o reconhecimento por parte dos superiores, os prémios e a concretização pessoal e familiar, que o foco em objetivos, o espírito positivo e a conciliação entre a vida pessoal e a vida profissional são as estratégias mais utilizadas pelos colaboradores em prol de uma maior motivação. Também foi possível concluir que os administradores dos Bancos devem priorizar o reajuste do número de colaboradores, atribuir novas funções a quem já está há muito tempo no mesmo cargo, exercer menos pressão, assim como, prestar maior reconhecimento e elogio e atribuir recompensas financeiras ou prémios de desempenho, no sentido de promover maior empenho e motivação dos colaboradores.
The Portuguese banking sector has been undergoing deep structural changes, influencing the motivation and productivity of its employees. In this sense, taking into account the importance of the sector and the scarce information in the literature on the subject, it was considered relevant to study it. With the objective of analyzing the influence that motivation has on the performance of the functions of the employees in the banking sector, a qualitative methodology was adopted, using 33 interviews with employees from seven different banks in the District of Viseu. The content analysis of the answers allowed us to conclude that motivation contributes positively to professional performance and, consequently, to productivity, that the factors that most contribute to motivation are the good relationship between colleagues, the workload, the recognition by superiors, the awards and the personal and family achievement, and that the focus on objectives, the positive spirit and the conciliation between personal and professional life are the strategies most used by employees for greater motivation. It was also possible to conclude that Bank managers should prioritize readjusting the number of employees, assigning new functions to those who have been in the same position for a long time, exerting less pressure, as well as providing greater recognition and praise and granting financial rewards or performance bonuses, in order to promote greater commitment and motivation from employees.
The Portuguese banking sector has been undergoing deep structural changes, influencing the motivation and productivity of its employees. In this sense, taking into account the importance of the sector and the scarce information in the literature on the subject, it was considered relevant to study it. With the objective of analyzing the influence that motivation has on the performance of the functions of the employees in the banking sector, a qualitative methodology was adopted, using 33 interviews with employees from seven different banks in the District of Viseu. The content analysis of the answers allowed us to conclude that motivation contributes positively to professional performance and, consequently, to productivity, that the factors that most contribute to motivation are the good relationship between colleagues, the workload, the recognition by superiors, the awards and the personal and family achievement, and that the focus on objectives, the positive spirit and the conciliation between personal and professional life are the strategies most used by employees for greater motivation. It was also possible to conclude that Bank managers should prioritize readjusting the number of employees, assigning new functions to those who have been in the same position for a long time, exerting less pressure, as well as providing greater recognition and praise and granting financial rewards or performance bonuses, in order to promote greater commitment and motivation from employees.
Description
Keywords
Motivação Desempenho profissional Produtividade Setor bancário Motivation Professional performance Productivity Banking sector