Avaliação do nível de satisfação no trabalho dos colaboradores de uma cooperativa de crédito catarinense

Abstract

The great business evolutions that have occurred over the years are reflections of an alliance between the organizations and their individuals, in a fully competitive and changeable workplace. People, who were formerly treated as mere objects of production, now represent a differential in terms of competitive advantages for the institutions. In this way, the people management area searches among many of its processes, promotes development, provides wellbeing to the employee, thus increasing the level of job satisfaction and consequently improves organizational performance and results. Based on what was shown, this study aimed to analyze the factors that alter and / or influence the level of job satisfaction, both assertively and negatively, of the employees of a Credit Cooperative in Santa Catarina. For this, the approach of this research is characterized as being qualitative-quantitative and its mode as applied, the objectives considered as descriptive and the technical procedures as bibliographic. It was also based on a collected data, and by being held in a specific cooperative can be described as a case study. The data collection was carried out with the application of an interview with the operational director, and a questionnaire made available through Google Docs for six service stations of the financial institution seeking to cover all employees and managers of these cooperatives. For the questionnaire it was used a model developed and validated by Siqueira (2008) on the Work Satisfaction Scale (WSS) , which covers five dimensions: Satisfaction with the Colleagues, Satisfaction with the Salary, Satisfaction with the Boss, Satisfaction with the Kind of Work and Satisfaction with the Promotions. The results obtained demonstrate that the majority of respondents have a high degree of work satisfaction. The only dimensions with considerable perceptions of dissatisfaction include Salary Satisfaction and Satisfaction with Promotions. A comparison was also made between the employees’ answers and the interview with one of the directors, where it was observed that most perceptions of satisfaction and dissatisfaction coincide.