INNOVATIVE MANAGEMENT PRACTICESASANTECEDENTS OF ORGANIZATIONAL COMMITMENT PROFILES IN
PUBLIC AND OUTSOURCED EMPLOYEES
Práticas Inovadoras de Gestão como antecedentes de perfis de comprometimento organizacional em servidores públicos e terceirizados
CATEGORY: Research Project
AUTHORS:
Adauto de Vasconcelos
Montenegro, Universidade Federal do Ceará, Brazil adauto_montenegro@hotmail.com
Ana Paula
Moreno Pinho, Universidade Federal do Ceará,
Brazil anamorenopinho@gmail.com
Raquel Libório Feitosa, Universidade
Federal do Ceará, Brazil raquel_liborio@hotmail.com
Antonio Caubi
Ribeiro Tupinambá, Universidade Federal do Ceará, Brazil tupinamb@ufc.br
Organizational commitment can be defined
as a psychological link developed between worker and organization. The model of Meyer and Allen (1991)
presents three bases
of commitment: affective,
normative and continuation, which are articulated, respectively, to the desire,
debt/obligation and necessity involved in the permanence of the worker
in the organization. Different studies
consider profiles of organizational commitment with different combinations of affective, normative and continuation bases that are based upon this model.
The profiles consider that
there are "strongly committed" or "uncommitted", in with varying
intensities of each base of commitment. Management practices have been considered to explain these profiles in particular contexts, especially in private
organizations with established management practices.
However, there is little research investment for these
relationships in public
sector organizations (DEMO; MARTINS; ROURE, 2013; SCHEIBLE; BASTOS, 2013; STECCA;
ALBUQUERQUE; ENDE,
2016; PINHO et al., 2018).
This study seeks
to contribute to this line
of research, investigating how management
practices can favor the commitment in public organizations, specifically public high education institutions. In order
to achieve this
goal, it intends to use atheoretical proposal of innovative management practices in the public
sector with three dimensions (LOPES, 2017): adoption of management
innovation, complexity of of adotion of managerial innovation and human
resources practices: delegation, incentives, communication, training,
recruitment and retention. These five groups were selected on the basis of a
broad literature review pointed to a set of human resource practices geared to
innovation (LAURSEN; FOSS, 2014; LOPES, 2017). Once the scenario in which this
model was validated is composed of public institutions of higher (college)
education, it is important to consider that in these institutions not only
public servants are present, but also outsourced workers, who present different
levels of organizational commitment when compared to public servers
(DEMO; MARTINS. ROURE, 2013; SCHEIBLE; BASTOS,
2013; STECCA; ALBUQUERQUE; ENDE, 2016; PINHO et al., 2018).
This study seeks to contribute to this line of research,
investigating how management practices can favor the commitment in public
organizations, specifically public higher education institutions. It is
important to consider that in these institutions not only public servants are
present, but also
outsourced workers, who
present
different levels of organizational commitment when compared
to the other workers (CHAMBEL, 2012, PAIVA, FALCE; MUYLDER
2013). The research aims to articulate profiles of organizational commitment to innovative management practices, investigating how considered innovative management practices in public
institutions of higher education can favor profiles of commitment, as well as
to compare the characterization of profiles of commitment among public servants
and the outsourced workers in these institutions, assuming that there are
significant differences in the delineation of these profiles
between the two groups. The study
seeks to contribute to overcoming a literature gap by articulating profiles of
organizational commitment and innovative management practices in higher education public institutions and also by using a proposal of innovative management practices in these
institutions. It effectively contributes by considering a broader proposal
for management practices (not just personnel management) and investigating their relationship to commitment profiles
in a context other than private
initiative. In addition, it is highlighted that the surveys
with profiles of organizational
commitment in Brazil are still incipient. The general objective is to analyze
how innovative management practices favor certain profiles of organizational
commitment in public and outsourced employees. The
specific objectives are:
a) to delineate the profiles of commitment in public
and outsourced employees, evidencing the predominance of the bases
of the three- dimensional model of commitment; b) to identify
which innovative management practices act as antecedents of the commitment profiles; c) to compare the
groups of public
and outsourced employees with regard to the characterization of the profiles
of commitment; d) to develop
a theoretical model that allows the articulation between commitment
profiles and innovative management practices in two distinct groups of workers.
The research design will be quantitative, though
survey and cross-sectional type. The research
fields will be two federal universities located
in the states of Ceará
and Maranhão (Brazil), with an expected
sample of 500 respondents, distributed among public
servants and outsourced administrative areas of universities. The data collection
instrument to be used will be composed
of a sociodemographic questionnaire and two scales, one
of them to investigate the organizational
commitment (PINHO, 2009) and another to investigate innovative management practices
(LOPES., 2017), both reduced version proposed by project’s authors. The data
analysis techniques used will be discriminant and cluster analysis, regression
and/or modeling of structural equations and analysis
of the descriptive statistics of
the samples of the two groups of
workers. The research seeks to overcome management challenges by contributing
to higher education institutions in the following aspects: analysis and
adjustments/modifications in management models and practices according to the
desired commitment profiles that
relate to positive
results for institutions and for workers,
as well as to
improve the quality of life
at work (CARVALHO FREITAS
et al., 2013)
and well-being at work
(TRALDI; DEMO, 2012). It is also expected to contribute to the identification
of differences in the profiles of commitment in workers with different labor
contracts present in such institutions.
