Engajamento em equipes de projetos à luz da teoria JD-R: modelo de dinâmica de sistemas para o contexto de um parque tecnológico
Promoting people engagement in their professional activities is one of the biggest organizations challenges, especially in government entities, considering the system of legal restrictions of the Public Administration. The job demands-resources model (JD-R) theorizes how this phenomenon occurs in...
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| Formato: | Dissertação |
| Idioma: | por |
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Brasil
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| Endereço do item: | https://repositorio.ufrn.br/jspui/handle/123456789/26604 |
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| Resumo: | Promoting people engagement in their professional activities is one of the biggest organizations
challenges, especially in government entities, considering the system of legal restrictions of the
Public Administration. The job demands-resources model (JD-R) theorizes how this
phenomenon occurs in organizations through inherent job characteristics that involve
'resources' - factors that facilitate engagement – and 'demands' – factors that can hinder
engagement. Considering the importance of engagement to the achievement of organizational
objectives, this qualitative research seeks to analyze the dynamics of the engagement of a
project team, designed to operationalize a Technology Park, linked to a Brazilian federal public
institution of higher education. Following the steps of the Dynamic Systems methodology
(STERMAN, 2000), we investigated the activities executed and completed in the project to
verify the performance of the team throughout the life cycle. In addition, semi-structured
interviews were conducted with members and managers, in order to verify which factors were
involved with the engagement construct in a dynamic perspective. The interviews were
transcribed and coded, in light of the JD-R model, resulting in a causal diagram with the basic
structure of feedacks, representing the dynamics related to this phenomenon. The data suggest
that engagement is linked to growth feedbacks credited to recognition for team work and the
implementation of project management practices that promote group cohesion among members.
In addition, engagement is influenced by equilibrium feedbacks related to the difficulty of
reconciling project demands with daily assignments, the lack of support from immediate
leadership and the emergence of impediments during the execution of activities. Considering
the presence of equilibrium feedbacks, improvement measures were presented for the results
found, mainly an engagement measurement tool, so that the engagement of these teams could
be diagnosed and leveraged. |
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