Oportunidades de aprendizado e desenvolvimento e a intenção de rotatividade: um estudo de caso em uma empresa de tecnologia da cidade de Porto Alegre - RS

Abstract

For organizations to obtain sustainable performance from their human capital, it is important to ensure that people are equipped to do their work. Thus, it is essential to study the learning and development opportunities so as to understand people's perception on the matter, as it is directly linked to the organization development as a whole. Learning and development opportunities encompass both formal and informal actions within the organizational environment. On the other hand, the intention to rotate refers to the employee's desire to either leave or remain in the organization. The factors that cause the intention to leave or remain in the organization may be related to the perception of how much the organizational environment provides continuous learning stimuli for task execution and professional growth. This case study aims to understand the relationship between learning and development opportunities and the intention to rotate among employees of Cíngulo, a technology company in Porto Alegre city (RS). To achieve that, an applied research was carried out with a qualitative and quantitative, descriptive, bibliographical and case study approach, where the data was collected through a semi-structured interview for managers and human resource management and the application of a questionnaire for employees of the study unit, which contains the EPOA, EIR, and EICPO tools to measure perceptions of learning and development opportunities and intention to rotate, respectively. The results indicate that learning opportunities are perceived by employees, but still require more structure, impacting the perspective of continuous learning and motivation to seek self-development. The intention to rotate is between low and medium, indicating the possibility of optimizing greater support for development. Suggestions to favor the intention to remain revolve around providing more subsidies for training, recurring and structured feedbacks, optimized knowledge management, stimulation of knowledge sharing among peers, performance evaluation and monitoring of employees' behavioral intentions, with all of these suggested actions being recurrent in format.