People management practices: In the light of the analysts of public financial institutions and private of Rio Grande do Norte

Resumen

Technological advancement and the digital revolution 4.0 have been breaking paradigms, bringing eras closer together, requiring the derivation of flows, processes, treadmills, structural and behavioral models. As an example of this condition, the financial market coexists, on a daily basis, with the experiment of the new, the new modality of transaction, with the new tools of concession and with the recovery of credits, as well as with new currencies. With this, the Human Resources area of these ended up having to recreate itself, especially through the incorporation of the techniques and practices of People Management and Leadership. Given this scenario, the present research has as general scope to analyze the models and practices of People Management in the relationship between executives and analysts/clerks who work both in the context of public banks, especially Banco do Nordeste do Brasil S.A., Banco do Brasil and Caixa Econômica Federal, as well as in private ones, particularly Santander, Bradesco and Itaú Unibanco,  whose agencies are found in the state of Rio Grande do Norte (RN). To this end, a descriptive research was undertaken, with a quantitative approach. The data collection technique was the questionnaire, which was applied to 113 bank employees of the Employees Union in banking establishments in the state of Rio Grande do Norte. Data analysis was performed using the statistical program Statistical Package for the Social Sciences (SPSS). As for the results, in this research, 48.7% of the participants are male and 51.3% are female. 42.5% of the interviewees occupy only the position of banking analyst/clerk/technician/agent/executive cashier, and 37.2% of these have more than 10 (ten) years in the banking activity. The importance of the analyst's work for the proper functioning of a banking unit was predicted as an intact figure and referenced by 61.6% of the respondents. Even though organizations have formalized and disseminated Corporate Governance structures among employees, a quantity that reached the mark of 82.3%, in addition to Codes of Ethical Conduct and Integrity, the prototypes of strategic management of people currently experienced are leaving crossed bridges and cracked links, hitherto integrated, highly fragile.

DOI:https://doi.org/10.56238/Connexpemultidisdevolpfut-056