A INFLUÊNCIA DA REMUNERAÇÃO POR DESEMPENHO NA SATISFAÇÃO DOS TRABALHADORES. ESTUDO DE CASO EM UMA EMPRESA COMERCIAL

• Autor(a) principal: Arruda, Jaqueline Freitas
• Data de Publicação: 2007
• Tipo de documento: Dissertação
• Idioma: por
• Título da fonte: Repositório Institucional da Universidade Federal Fluminense (RIUFF)
• Texto Completo: https://app.uff.br/riuff/handle/1/19738
• topic: Satisfação dos Funcionários; Motivação; Remuneração por Resultados; Reconhecimento e Recompensa; Employees Satisfaction; Results Remuneration; Recognition and Reward; CNPQ::ENGENHARIAS::ENGENHARIA DE PRODUCAO

We intend, in this study, to present the variable remuneration as an strategical alternative to assist the market requirements, where the main way to build a competitive advantage is through human capital, in a scene where positions are no more effective to define the level of remuneration, in an environment where employees with extreme higher performances demand to be differentiated of the rest, beyond companies that need to contain costs. It is a fact that human contribution is stimulated by the employee s satisfaction through a retail company s case, searching employees that had been receive variable remuneration and employees that hadn t. It was applied the Likert affective attitude scale in 153 employees with questions about five human needs: physiological, safety, social, self-esteem and self-actualization. The result showed us that the level of employee s satisfaction that was receiving variable remuneration was slightly less 16% or 0,64 points than the level of employee s satisfaction that wasn t receiving. About the general objective, we conclude that doesn t exist correlation between the results remuneration adoption s and the employee s satisfaction. The results remuneration, by itself, doesn t improve the employee s satisfaction in their basic needs. There are many inside and outside factors that interfere in people s motivation to adopt some behaviors and the reasons aren t influenced in an isolated way. It isn t adapted to use outside motivator factors as remuneration to stimulate employee s performances in benefit of motivation and inside interests in relation to the work that is carried through, because there is an interdependence between rewards. Each organization must find the best mix in yours relationship to employees, considering that people s satisfaction and adherence of the reward practices with the organization s strategy and the goals to be achieved.