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Loyalty that was mainly motivated to the financial question and related directly to their stability. However, to the posterior generations, the Baby Boomer salary is not more one motivating factor yet, and with this the loyalty to the company becomes a desire practically utopian. This way, IF to the organizations the wage issue is fundamental, to the contributors the motivation is more linked to recognizing and welfare as a result to the appreciation of the job exercised CORTELLA, It is necessary to emphasize that each person is responsible by development of his professional trajectory CORTELLA, , and this reflects directly in permanence of the employee inside the organization and consequently become a challenge to organizational management, this is, the retention of talents.
The organizational management generally believes that with the adequate financial incentives the employee will be more loyal to the company. However, what has been revealed is the proportional increasing of the dissatisfaction related to the remuneration, while to identify opportunities and incentives to the growth inside the company, the contributor choose willingly remain in the organization FERNANDES, Actually the contributors perceive that the link they have with the organization is not of the loyalty.
Most companies to eliminate costs look for ways to reduce the staff, which generates loss of investment, once a company invested in individual training CORTELLA, However, the organizational management of some organizations have sought means to evaluate the official, treating them with treat the Best clients, knowing that the happy employee and with feeling of esteem is more efficient and less prone to leave the organization ESTEVES, The means, were employed the methods bibliographic research and Field research, being the bibliography a research most used, based in ready materials, like books and scientific articles and the study of field, a research that provides a collect of data through a quiz to be applied in a determinate group with a common characteristic GIL, The sample population limited to the professional inserted in the Jobs market of several companies.
It is important to emphasize that the sampling is composed to contributors of different generations, being 10 individuals of the X generation, 55 of the Y generation and 82 of the Z generation, totalizing professional researchers. Graphic 1: Satisfaction Source: The Authors. Second Fernandes , is fundamental that the contributor feel valued such part of the organizationand reciprocally reinstatethis recognition.
The graphic 2 explore these data. Graphic 2: Loyalty Source: Costa suggests that the organization should inspire their contributors, creating experiences be remembered, besides offering resourceslike technology, a pleasant environmentand flexibility. Graphic 3: Recognition Source: To be recognized is that the contributors crave, since the lack of recognition causesserious demotivation.
In contrast, the recognition well applied causes welfare and feeling of gratitude,because goes DOI: Graphic 4: Motivation Source: Achor says that a sincere smile motivate more than the increasing of salary. Understand that this question is relevant to the managers identify that on fact motivates their contributors are not related with the remuneration, butwith intrinsic factors.
The graphic 5 demonstrates how gives the divisions of answers in relation to wage gain.
Graphic 5: Purpose Source: On the graphic 5 was identified the highest percentage of presented research: According to gauging around the satisfaction of answerers relating to the job, was assessed a result as significant as the result obtained which refersto loyalty, reinforcing the above information ontheoretical reference, whose motivationof professional to remain at the organizationisduewhen he feels satisfied.
In relation what motivate the contributors, it was found what boost a professional of the actualityare relevant elements to emotional salaryand not to the financial factor.
Conclude with base in data presented, that the emotional salary is fundamental in the talent retention, since it is a question of a motivational method highly effective, about everythingwhen equated themonetary salary. Beyond this, the emotional salary encompasses several motivational factors, contemplates professionals of different generations, is economically beneficial, retains the talents and promotes the loyaltyto the organization.
This way, like the people are in constant change, it is up to the organizations adjust quickly to this unsteady scenery, in charge of supplyingthe genuine needsof contributor, in order that motivate himself to befaithful to the organization. Retaining talents is just a question to recognize that really have value: O Jeito Harvard de Ser Feliz. Saraiva, Madri, Espanha: El Salario Emocional lovuelve exitoso. Available in: Access in: May 28, Recursos Humanos: Atlas, Rio de Janeiro, RJ, Brazil: Vozes, Por que fazemos o que fazemos?
Planeta do Brazil, A Procura da Felicidade. Issue 1. Portfolio-Penguin, Como Elaborar Projetos de Pesquisa. Generation Z: Five Surprising Insights.
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