Profissionais de gestão de pessoas: precarização do trabalho e as estratégias de coping ocupacional

Abstract

This research aims to analyze the effect of precarious work in the occupational coping strategies used by People Management professionals. The data collection used the Labor Precarious Inventory (IPREL) by Araújo, Jesus and Rodrigues (2018) and the Occupational Coping Scale (LATACK, 1986) in the version translated and validated for Brazil by Pinheiro, Tróccoli and Tamayo (2003). For data analysis, descriptive statistics, reliability analysis, exploratory factor analysis, Test t and ANOVA were used, which pointed to the maintenance of the three dimensions of occupational coping (control, avoidance and symptom management) and to five dimensions of precarious work, to know: absence of organizational support, discouragement and discontent, dissatisfaction with remuneration, overload and dissatisfaction with the environment. The results indicate the Overload dimension as the biggest cause of precarious work (M = 2.848), being the only dimension in which managers have a higher average than non-managers. The professionals who work in Commerce showed superior results, and statistically significant, in relation to professionals from other branches of activity. With regard to occupational coping, Control (M = 4.046) was the strategy most used by People Management professionals, with all 11 items with results above the average of the scale. The other dimensions obtained results below the average of the scale and there is no statistical difference in the analysis between management and non-management, nor in the different branches of activities of the companies. In the relationship between precarious work and occupational coping, the dimension of Absence of Organizational Support stands out, being the only variable that interferes with the Symptoms Management and the most significant variable in the Control equation, having a negative relationship with such factors of occupational coping. The Discouragement and Discontent dimension has a positive influence on the Avoidance strategy and, to a lesser extent, on the Control strategy. The Environment Dissatisfaction dimension has a positive and significant relationship only with the Avoidance dimension, that being the low representation. The results indicate that factors such as Dissatisfaction, Remuneration and Overload do not influence the way in which the People Management professional deals with stressful situations in their work context.