TY - JOUR A1 - Coda, Roberto A1 - Cestari, Rogério Vecchi T1 - A relação entre perfis de comportamento gerencial no trabalho e o desempenho em estratégias motivacionais voltades para a geração de resultados: um estudo no ambiente bancário [The relation between managerial profiles of behavior and performance in results-oriented motivational strategies: a study in the banking environment] JF - Base – Revista de Administração e Contabilidade da Unisinos, Vol. 5, No. 1 (2008), pp. 54-65. [Online ISSN 1948-8196] [revistas.unisinos.br/index.php/base/article/view/5175/2423] N2 - Esse e trabalho identifica as relações entre o perfil de comportamento gerencial – no presente artigo denominado perfil de mobilização gerencial – e o desempenho no trabalho dentro de um contexto caracterizado por uma estratégia motivacional voltada para o cumprimento de metas, remuneração variável e concessão de promoções, bônus e benefícios por desempenho. Os perfis de mobilização foram identificados através de auto-avaliação e utilizando-se uma metodologia brasileira especificamente desenvolvida e testada para essa finalidade (Diagnóstico M.A.R.E. de Orientações Motivacionais) e aplicada junto a 119 gerentes de um grande banco de varejo brasileiro. Os dados sobre o histórico de produtividade desses gerentes foram então comparados com os respectivos perfis de mobilização, visando a uma tentativa de associação. Os resultados do trabalho permitem concluir que os sete diferentes perfis de mobilização gerencial apresentam diferenças significativas em relação ao cumprimento das metas estabelecidas pela instituição, sendo que os gerentes com o Perfil Conquistador apresentam maior produtividade e os gerentes com Perfis de Colaborador e de Especialista apresentam menor produtividade, quando comparados aos demais. N2 - This paper identifies the relations between management styles – here called managerial mobilization profiles – and work performance in a business environment characterized by motivational strategies oriented towards the attainment of goals through procedures such as variable payment and performance-based bonuses, benefits and promotions. The managerial mobilization profiles were identified through self-assessments and the use of a Brazilian approach specifically developed for this purpose (the M.A.R.E. Diagnosis of Motivational Orientations), which was applied to a sample of 119 managers of a large commercial bank in Brazil. The data on the performance records of these managers were then compared to their managerial mobilization profiles seeking for a statistical association. The results showed that all seven profiles of managerial mobilization exhibit significant differences in terms of achieving the previously established organizational goals. Managers with the Conqueror profile have a higher productivity and managers with Specialist and Collaborator profiles have a lower productivity when compared to managers with other profiles. Y1 - 2008 ER - TY - JOUR A1 - Coda, Roberto A1 - Alcarpe Coda, Darly T1 - Strategic Performance of the Human Resources Management Department: an Exploratory Research on the Implications from the Behavioral Styles of its Professionals JF - Brazilian Business Review, Vol. 11, No. 4 (2014), pp. 107-129. [ISSN 1808-2386] [doi.org/10.15728/bbr.2014.11.4.5] N2 - The objective of this paper is to describe the implications of an exploratory investigation to assess the behavioral preferences of employees in Human Resources Management (HRM) applying the concepts of work motivational orientation (Mediating, Analytical, Receptive and Entrepreneurial) taken from the contributions by Erich Fromm about personality and the resulting styles – Collaborator, Negotiator, Competitor, Conqueror, Achiever, Maintainer and Specialist. These styles originated from a data bank, composing 4,981 cases and the groupings that resulted in the seven profiles utilized in the present work were obtained by multivariate statistical analysis. The survey, relying on self-perceptions of 355 individuals, was obtained through the voluntary participation of employees who work in the HRM Department of the private sector and a public health organization. The results have an impact on the strategic and operational roles that human resources itself performs, since a difference in the composition of the behavioral styles was identified depending on the sector where these professional perform their work. Y1 - 2014 ER -