Browsing by Author "Martinho, Filipa"
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- Análise da oferta de enoturismo da região TejoPublication . Santos, Vasco; Santos, Eulália; Oliveira, Simão; Caldeira, Ana; Martinho, FilipaO enoturismo é um dos produtos turísticos que mais se tem desenvolvido nas últimas décadas a nível mundial, sendo uma área que requer uma constante investigação e monitorização, por forma a adequar a oferta à evolução da procura. Este estudo, inserido no projeto de investigação científica, "Wine Experience and Sensations: Wine Heritage & Culture Explorer in Tejo Region", tem como propósito analisar a oferta de enoturismo da região Tejo, através da identificação, reconhecimento e levantamento das estruturas ou condições existentes em cada uma das unidades de enoturismo da região, certificadas pela Comissão Vitivinícola Regional do Tejo (CVR Tejo). A metodologia usada foi baseada num formulário de identificação da oferta do enoturismo do Tejo realizado pela CVR Tejo, aplicada aos responsáveis das unidades de enoturismo em estudo, obtendo-se uma amostra por conveniência no total de 26 unidades de enoturismo. A análise estatística foi realizada com recurso às técnicas de estatística descritiva, através do software IBM SPSS Statistics 25. Concluiu-se que as quintas de enoturismo da região Tejo cumprem os requisitos ao nível dos serviços básicos requeridos numa unidade de enoturismo, isto é, todas efetuam provas de vinho e circuito de visitas à adega e a maioria disponibiliza o circuito de visitas às vinhas, o que vai de encontro aos dados do Turismo de Portugal, no que se refere às atividades mais procuradas por enoturistas.
- Employer Branding Applied to SMEs: A Pioneering Model Proposal for Attracting and Retaining TalentPublication . Monteiro, Beatriz; Santos, Vasco; Reis, Isabel; Sampaio, Marta Correia; Sousa, Bruno; Martinho, Filipa; Sousa, Maria José; Au-Yong-Oliveira, ManuelMost business enterprises are small and medium-sized enterprises (SMEs), and many of them are without a human resource and recruitment department. Thus, one of the challenges that organizations currently face is to find a strategy to retain and attract talent. To overcome this difficulty, enterprises must invest in employer branding policies and be aware of the factors that differentiate them from others when attracting employees. This study aims to develop an employer branding model applicable to SMEs, to increase and enhance the attraction and retention of talents. An exploratory approach based on a quantitative perspective was adopted to develop an employer branding model applied to SMEs, with two major reference employer branding models and frameworks used as the main support. The model of employer branding was applied to SMEs regarding four dimensions, whereby essential questions are asked, namely (1) organizational culture (e.g., do employees have a job description aligned with the corporate culture?), (2) company strategy (e.g., what is the strategy if business volume decreases?), (3) company reputation (e.g., how do you perceive and treat negative feedback?), and (4) reward systems (e.g., do you feel that your employees are motivated intrinsically or extrinsically or both?), ordered by layers based on a logical sequence. The new proposed model is expected to serve as a useful strategic tool and as a basis for attracting, retaining and managing talent, specifically in the SMEs context. This new model provides a set of strategic and competitiveness benefits for SMEs, while contributing to making enterprises more profitable. The model also contributes to SMEs having a better image and reputation, enabling them to stand out from others in the war for talent.
- Strategic Talent Management: The Impact of Employer Branding on the Affective Commitment of EmployeesPublication . Alves, Patrícia; Santos, Vasco; Reis, Isabel; Martinho, Filipa; Martinho, Domingos; Sampaio, Marta Correia; Sousa, Maria José; Au-Yong-Oliveira, ManuelIn a globalization context, underlined by the speed of technological transformation and increasingly competitive markets, the perspective of human capital, as an asset of strategic importance, stands out in differentiating human resource practices. Under this reality, the employer branding (EB) concept gains more and more importance as a strategic tool to attract, retain, and involve human capital, given that this has become a source of competitive advantage to companies. Within this context, this study aimed to evaluate the relationship between employer branding strategies implemented by organizations, as well as their impact on the employee’s affective commitment, evident in certain organizational cultures, which are sustained over time. The methodological framework applied to this study is quantitative, and the data collection was carried out with the application of an employer branding and an affective commitment questionnaire. To achieve a good representation of the active population, the sample of the quantitative study was composed of 172 individuals, working in the public and private sectors in Portugal, exercising different positions in the different sectors of activity. Results obtained with these techniques indicate a high level of affective organizational commitment (AOC) of employees in the organizations surveyed, suggesting that affective commitment develops when the individual becomes involved and identifies with the organization.