Gestão humanizada como promotor do engajamento de equipes - um estudo com gestores de um banco público

Abstract

The research aimed to analyze how humanized management promotes team engagement in a public bank, exploring how this management approach is understood and implemented by the managers. The study highlights that humanized practices in the workplace, such as integral leadership, empathetic listening, and planning, contribute to both employee productivity and satisfaction. The theoretical framework addresses the evolution and principles of humanized management, which seeks to create healthy and collaborative work environments focused on employee well-being, team development, and positive leadership. Employee engagement is analyzed as a multidimensional phenomenon, extending beyond mere goal attainment to encompass emotional and cognitive commitment. The methodology employed a qualitative exploratory approach, using questionnaires, document analysis, and a literature review to assess humanized management and engagement in a public bank. The results reveal that managers at Bank X recognize humanized management as an important factor for promoting engagement, highlighting practices such as clear communication, flexibility, respect for individual differences, inspiring leadership, and employee recognition. However, the application of these practices is inconsistent and decentralized, relying on individual managerial initiatives. While the institution espouses values such as public spirit, integrity, and inclusion, a formal definition of humanized management was not found in institutional documents, indicating a gap between the proposed organizational culture and its daily practice. Interviewees also noted that although Bank X offers training through its Corporate University, these training programs are not systematically applied, with differences in practical implementation among local managers. Performance evaluations are perceived as result-oriented, without sufficiently considering humanized processes or employee well-being. There is a perception that the bank needs to reformulate these processes to better reflect practices aligned with humanized management.