Rafael e o Caso da Sorela Veículos: A Pandemia como Potencializador de Job Crafting



Artigo principal Conteúdo

Alice Erthal
Isabella Sacramento

Resumo

O presente caso de ensino conta a história de como o gerente de uma agência de carros encontra na prática de job crafting o caminho para enfrentar os desafios impostos por uma grave crise socioeconômica, como a provocada pela COVID-19. Com a pandemia, o gerente ganha autonomia na sua atuação profissional, a qual o permite implementar mudanças de natureza estrutural – nas atividades e processos da empresa, social – nos relacionamentos, e cognitiva – em relação à percepção sobre o trabalho. O caso traz as características da geração Y como antecedente do job crafting, além de abordar os desdobramentos decorrentes de tais práticas. No nível individual, o caso permite explorar os elementos do engajamento profissional e sua conexão com o atendimento das necessidades individuais, bem como a melhoria no desempenho profissional. No nível organizacional, o caso discute a abordagem bottom-up como alternativa para o desenho da função, apresentando os impactos de tal abordagem no desempenho organizacional. Assim, o caso foi originalmente pensado para disciplinas de Comportamento Organizacional ou Gestão de Pessoas em cursos de pós-graduação em Administração e Psicologia.



Histórico de Downloads

Não há dados estatísticos.


Detalhes do artigo

Como Citar
Erthal, A., & Sacramento, I. (2021). Rafael e o Caso da Sorela Veículos: A Pandemia como Potencializador de Job Crafting. Revista De Administração Contemporânea, 25(Spe), e200252. https://doi.org/10.1590/1982-7849rac2021200252.en
Seção
Casos para Ensino

Referências

Alberton, A., & Silva, A. B. (2018). Como escrever um bom caso para ensino? Reflexões sobre o método. Revista de Administração Contemporânea, 22(5), 745-761. https://doi.org/10.1590/1982-7849rac2018180212
Bakker, A. B., Tims, M., & Derks, D. (2012). Proactive personality and job performance: The role of job crafting and work engagement. Human Relations, 65(10), 1359–1378. https://doi.org/10.1177%2F0018726712453471
Bakker, A. B., & Demerouti, E. (2017). Job demands–resources theory: Taking stock and looking forward. Journal of Occupational Health Psychology, 22(3), 273–285. https://psycnet.apa.org/doi/10.1037/ocp0000056
Berg, J. M., Wrzesniewski, A., & Dutton, J. E. (2010). Perceiving and responding to challenges in job crafting at different ranks: When proactivity requires adaptivity. Journal of Organizational Behavior, 31(2-3), 158–186. https://doi.org/10.1002/job.645
Box 1824 (2012, June 15). All work and all play [Video file]. Video posted to https://youtu.be/F12DAS-ZNDY
Brown, E. A., Thomas, N. J., Bosselman, R. H. (2015). Are they leaving or staying: A qualitative analysis of turnover issues for generation Y hospitality employees with a hospitality education. International Journal of Hospitality Management, 46, 130–137. https://doi.org/10.1016/j.ijhm.2015.01.011
Bruning, P. F., & Campion, M. A. (2018). A role–resource approach–avoidance model of job crafting: A multimethod integration and extension of job crafting theory. Academy of Management Journal, 61(2), 499–522. https://doi.org/10.5465/amj.2015.0604
Cagliano, R., Canterino, F., Longoni, A., & Bartezzaghi, E. (2019). The interplay between smart manufacturing technologies and work organization. International Journal of Operations & Production Management, 39(6/7/8), 913-934. https://doi.org/10.1108/IJOPM-01-2019-0093
Demerouti, E., & Cropanzano, R. (2010). From thought to action: Employee work engagement and job performance. In A. B. Bakker & M. P. Leiter (Eds.), Work engagement: A handbook of essential theory and research (pp. 147–163). New York: Psychology Press.
Federação das Indústrias do Estado do Paraná (2019, March). Cultura do carro próprio ainda é forte no Brasil. Retrieved from http://www.fiepr.org.br/boletins-setoriais/10/especial/cultura-do-carro-proprio-ainda-e-forte-no-brasil-2-32026-392607.shtml
Frye, W. D., Kang, S., HuH, C., & Lee, M. J. (2020). What factors influence generation Y’s employee retention in the hospitality industry?: An internal marketing approach. International Journal of Hospitality Management, 85, 102352. https://doi.org/10.1016/j.ijhm.2019.102352
Grant, A. M., & Parker, S. K. (2009). 7 redesigning work design theories: The rise of relational and proactive perspectives. Academy of Management Annals, 3(1), 317–375. https://doi.org/10.1080/19416520903047327
Gursoy, D., Maier, T. A., & Chi, C. G. (2008). Generational differences: An examination of work values and generational gaps in the hospitality workforce. International Journal of Hospitality Management, 27(3), 448–458. https://doi.org/10.1016/j.ijhm.2007.11.002
Kim, H., Knight, D. K., & Crutsinger, C. (2009). Generation Y employees’ retail work experience: The mediating effect of job characteristics. Journal of Business Research, 62(5), 548–556. https://doi.org/10.1016/j.jbusres.2008.06.014
Kultalahti, S., Viitala, R. L. (2014). Sufficient challenges and a weekend ahead – generation Y describing motivation at work. Journal of Organizational Change Management, 27(4), 569–582. https://doi.org/10.1108/JOCM-05-2014-0101
Lyons, S., & Kuron, L. (2014). Generational differences in the workplace: A review of the evidence and directions for future research. Journal of Organizational Behavior, 35(S1), S139-S157. https://doi.org/10.1002/job.1913
Martin, C. A. (2005) From high maintenance to high productivity: What managers need to know about generation Y. Industrial and Commercial Training, 37(1), 39–44. https://doi.org/10.1108/00197850510699965
Mannheim, K. (1952). The problem of generations. In P. Kecskemeti, (Ed.), Essays on the sociology of knowledge (pp. 276–322). London: Routledge and Kegan Paul.
Noble, S. M., & Schewe, C. D. (2003). Cohort segmentation: An exploration of its validity. Journal of Business Research, 56(12), 979–987. https://doi.org/10.1016/S0148-2963(02)00268-0
Norum, P. S. (2003). Examination of generational differences in household apparel expenditures. Family & Consumer Sciences, 32(1), 52–75. https://doi.org/10.1177/1077727X03255901
Olmos, M. (2020, January). Produção de veículos sobe 2,3% em 2019, diz Anfavea. Valor investe. Retrieved from https://valorinveste.globo.com/mercados/brasil-e-politica/noticia/2020/01/07/producao-de-veiculos-sobe-23percent-em-2019-diz-anfavea.ghtml
Parry, E., & Urwin, P. (2011). Generational differences in work values: A review of theory and evidence. International Journal of Management Reviews, 13(1), 79–96. https://doi.org/10.1111/j.1468-2370.2010.00285.x
Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study. Journal of Organizational Behavior, 25(3), 293–315. https://doi.org/10.1002/job.248
Seibert, S., Kraimer, M.., & Crant, J. (2001). What do proactive people do? A longitudinal model linking proactive personality and career success. Personnel Psychology, 54(4), 845-874. https://doi.org/10.1111/j.1744-6570.2001.tb00234.x
Slack, N., Chambers, S., Johnston, R. (1995). Operations management. New York: Pitman Publishing.
Stolf, D., & Anton, A. (2015) O trabalho e a felicidade: Passado controverso, futuro promissor. Harvard Business Review Brasil. Retrieved from https://hbrbr.com.br/o-trabalho-e-a-felicidade-passado-controverso-futuro-promissor/
Terkel, S. (1972). Working: People talk about what they do all day and how they feel about what they do. New York: Pantheon.
Wallace, J. (2001). After X comes Y: Millenials enter the workforce. HR Magazine, 46(4), 192.
Wrzesniewski, A., & Dutton, J. E. (2001). Crafting a job: Revisioning employees as active crafters of their work. Academy of Management Review, 26(2), 179–201. https://doi.org/10.5465/amr.2001.4378011