A gestão de pessoas estratégica em uma instituição financeira

Abstract

Resumo Introdução: A GP nas organizações é a função que permite a colaboração eficaz das pessoas para alcançar os objetivos organizacionais e individuais. Objetivo:verificar como os gestores de uma Cooperativa de Crédito do Sul do Brasil entendem a atuação do Setor de GP sob uma perspectiva estratégica. Métodos:realizou-se um estudo de caso, com metodologia descritiva e abordagem do tipo qualitativa. Os sujeitos da pesquisa foram os Gerentes de Unidades de Atendimento e Gerentes Administrativos Financeiros da Cooperativa, representando uma amostra de 76% de respondentes válidos para o estudo. Para a coleta de dados utilizou-se um questionário de perguntas abertas e fechadas, aplicadas e enviadas por e-mail através da ferramenta online SurveyMonkey. Para a análise dos dados utilizou-se a análise de Conteúdo de Bardin e análise de documentos do setor de GP. Resultados:os resultados indicaram que os gestores possuem um bom entendimento do quanto a GP é importante e da sua posição estratégica para a Cooperativa. Identificou-se a compreensão por parte dos gestores quanto da importância das pessoas dentro da Cooperativa. Conclusão:o estudo ainda identificou que uma pequena parcela de gestores não entende de forma clara a atuação do Setor de GP na Cooperativa e que existe a necessidade da participação destes frente à GP de forma mais efetiva.

Strategic management: a review of scientific literature using the conceptual bibliographic method

“…The result of the literature survey pointed to the equivalence term process as the most frequent (Braga et al, 2020;Krishna et al, 2022;Mohr et al, 2020;Siregar & Putra, 2023;Sousa, 2021;Vieira, 2021;Zervina & Stukalina, 2022). The idea of process is equivalent to a sequence of steps or stages that must be carried out so that a specific previously intended result can materialize when the last one is completed.…”

“…The organization appears as an attribute of this group, as it is an entity composed of people, structures, resources, planning, implementation of actions, and monitoring aimed at achieving one or more goals (Braga et al, 2020;Haapakoski, 2022;Kurniadi, 2022;Marizar et al, 2022;Thesari, 2022;Widodo et al, 2022;Siregar & Putra, 2023). Institution is the constitution of legal aspects, materialized as public or private, aiming to meet social demands at a local or global level (Mohr et al, 2020;Siregar & Putra, 2023). Public institutions, for example, formulate laws that, in turn, guide the behavior of organizations.…”

“…In summary, development directly relates to implementation within a strategic management context. The most cited attribute of this grouping was implementation (Ayumi & Sumarni, 2022;Marizar et al, 2022;Pramestidewi, 2022;Sousa, 2021;Thesari, 2022;Henrianto et al, 2022;Kurniadi, 2022;Simanjuntak, 2022;Widodo et al, 2022;Mohr et al, 2020) to designate the first steps in executing the actions established in the planning and written in the strategic plan. In other words, it is the act of running the selected strategy, giving dynamics to the organization's relationship with the external environment, advancing the implementation of the strategy (Braga et al, 2020;Haapakoski, 2022), driving the organization toward its goals intended (Ngasa & Wardoyo, 2022).…”

“…Production planning and control techniques, for example, structure productive activities in search of increasing standards of improvements and sustainability (Zervina & Stukalina, 2022) through an equation that considers socioeconomic and environmental goals as priorities. In this specific sense, the organization is the management of the resources necessary to achieve organizational objectives and goals (Mohr et al, 2020;Caymaz, 2022).…”

“…Controlling was the last semantic group of strategic management constructed, with the meaning of establishing mechanisms for verification, monitoring, and problem-solving during the execution of the strategic plan (Siregar & Putra, 2023;Braga et al, 2020). The literature sees strategic control as a system (Braga et al, 2020;Mohr et al, 2020) composed of performance monitoring mechanisms (Bagader & Sultan, 2022;Baptista, 2021;Caymaz, 2022;Pinto, 2021;Mohr et al, 2020), which is a consequence of an assessment scheme (Hasan & Baskaran, 2022;Sousa, 2021;Henrianto et al, 2022;Kurniadi, 2022;Ngasa & Wardoyo, 2022;Simanjuntak, 2022;Widodo et al, 2022), understood as the comparison of what was foreseen in the plan and what is being executed. This comparison uses techniques (Santos, 2019) and tools (Santos, 2019) to collect and analyze data (Hasan & Baskaran, 2022) in real-time or later in a way that allows preventive, predictive, or corrective decision-making, resulting in the plan adapts to the reality that is constantly being changed.…”