[pt] A colaboração entre stakeholders em operações humanitárias e de desastres é relevante pela sua capacidade de reduzir custos e aumentar a velocidade das operações de resposta que minimizam o impacto e sofrimento da população. Assim, a tese visa propor um framework integrado para discutir estratégias de colaboração na resposta a desastres, o qual é composto pela identificação dos principais stakeholders, seus desejos e necessidades, e os processos de resposta a desastres. O primeiro modelo se refere à representação dos 10 principais stakeholders, a saber: governo, militar, legislativo e regulatório, setor privado, fornecedor direto, mídia, rede de ajuda local, doador, rede de ajuda internacional, e beneficiário. O segundo resultado se refere ao detalhamento das satisfações desses stakeholders, além das satisfações partilhadas por grande parte deles. O terceiro modelo se refere aos processos de resposta a desastres detalhados em 10 processos de nível 1 e 74 processos de nível 2. O framework integrado combina as sínteses de cada uma das três revisões sistemáticas da literatura anteriores, tendo a dimensão de estratégia como central para a discussão da colaboração, e utilizado como referência em um estudo de caso a fim de conferir validade externa ao framework. O estudo de caso toma a perspectiva do stakeholder militar, comparando o referencial teórico com a resposta aos deslizamentos da Região Serrana do Rio de Janeiro em 2011 e com a situação atual de resposta a desastres de um simulado realizado em 2017. Os resultados contribuem com a classificação da literatura existente, sínteses e proposição de modelos, e uma agenda de pesquisa. Por fim, sugere-se como pesquisas futuras a extensão da pesquisa para os estágios de mitigação, preparação e recuperação, e a ampliação da validade externa do framework. / [en] The collaboration between stakeholders in disaster and humanitarian operations is relevant due to their ability to reduce costs and increase the speed of response operations that minimize the impact and suffering of the population. Thus, the thesis aims to propose an integrated framework to discuss strategies of collaboration in the disaster response, which is composed of the identification of the main stakeholders, their wants and needs, and the disaster response processes. The first model refers to the representation of the 10 main stakeholders, namely: government, military, legislative and regulatory, private sector, direct supplier, media, local aid network, donor, international aid network, and beneficiary. The second result refers to the detailing the satisfaction of these stakeholders, as well as the satisfactions shared by most them. The third model refers to disaster response processes detailed in 10 processes of level 1 and 74 processes of level 2. The integrated framework combines the three syntheses from each of the previous systematic literature reviews, having the strategy as central dimension for the discussion of collaboration, and used as reference in a case study in order to give external validity to the framework. The case study takes the perspective of the Military stakeholder, comparing the theoretical reference with the response to the landslides of the Mountain Region of Rio de Janeiro state in 2011 and the current situation of response to disasters from a simulation carried out in 2017. The results contribute to the classification of existing literature, synthesis and proposition of models, and a research agenda. Finally, it is suggested as future research the extension to the stages of mitigation, preparation and recovery, and the extension of the external validity of the framework.

Employee absenteeism is a significant threat to organizational profitability. Finding solutions to mitigate the adverse effects of employee absenteeism on organizational profitability is critical to the success of organizations. The purpose of this case study was to explore the strategies human resource leaders used to mitigate the adverse effects of employee absenteeism on organizational profitability. The conceptual framework was performance prism theory. Data were gathered from in-depth interviews and publicly available organizational documents, including wellbeing program resources and annual investment presentations and Securities and Exchange Commission (SEC) reporting documents. Participants included 4 human resource managers and a third party service provider of an Atlanta, Georgia airline industry organization. The organization used in this case study was one of only twenty US companies, as of 2012, that implemented an absenteeism mitigation program at least 3 years prior to this study. The multi-year internal data collected, via interviews, from the human resource management of this 80,000 employee international company specifically about absenteeism mitigation programs, provided a perspective not available from all firms. Data were transcribed, coded, and analyzed to generate emerging themes. Key themes included an emphasis on organizational culture, the wellbeing program, and the cost of absenteeism. Subthemes included executive leadership support, stakeholder identification, and middle management program champions. Findings may help leaders improve organizational productivity and profitability and provide more stability for employees, which may result in thriving communities and other positive social change.

Submitted by Franciele Moreira (francielemoreyra@gmail.com) on 2018-06-15T12:36:39Z No. of bitstreams: 2 Dissertação - Bruno Lobão Lopes - 2018.pdf: 2107926 bytes, checksum: f36c8696db36f6479ebad03397d2766b (MD5) license_rdf: 0 bytes, checksum: d41d8cd98f00b204e9800998ecf8427e (MD5) / Approved for entry into archive by Luciana Ferreira (lucgeral@gmail.com) on 2018-06-15T14:58:27Z (GMT) No. of bitstreams: 2 Dissertação - Bruno Lobão Lopes - 2018.pdf: 2107926 bytes, checksum: f36c8696db36f6479ebad03397d2766b (MD5) license_rdf: 0 bytes, checksum: d41d8cd98f00b204e9800998ecf8427e (MD5) / Made available in DSpace on 2018-06-15T14:58:27Z (GMT). No. of bitstreams: 2 Dissertação - Bruno Lobão Lopes - 2018.pdf: 2107926 bytes, checksum: f36c8696db36f6479ebad03397d2766b (MD5) license_rdf: 0 bytes, checksum: d41d8cd98f00b204e9800998ecf8427e (MD5) Previous issue date: 2018-06-07 / The compulsory nature of the linked account in the outsourcing contracts inserted the Federal Public Administration in an arena in which several interests are presented: Rights of outsourced workers, companies that provide outsourced services, needs of managers and tax inspectors, and the public interest, their primary objective. In the expectation of aligning such interests, we sought to apply a performance evaluation model, based on Stakeholder Theory and Performance Prism, to the management of the linked account of outsourcing contracts of the Federal University of Goiás - UFG. The methodology used promoted the confrontation of perspectives of the UFG and its stakeholders related to the management of the related account. An evaluation of managerial performance was proposed, based on the aspects presented by Neely, Adams and Crowe (2001) in his Performance Prism theory, namely: a) Stakeholder satisfaction; b) Contribution of Stakeholders; c) Strategies; d) Processes; and, e) capacities. The results, in general, pointed out that the management of the linked account has brought benefits both to the UFG and its stakeholders, mainly regarding the feelings of greater legal certainty and reduction in the appeals, but they showed the need for actions that improve the capacities available. / A obrigatoriedade da conta vinculada nos contratos de terceirização inseriu a Administração Pública Federal numa arena em que se apresentam diversos interesses. Devendo preocupar- se com os direitos do trabalhador terceirizado, das empresas fornecedoras de serviços terceirizados, com as necessidades de Gestores e Fiscais de contratos, e com o interesse público, seu objetivo primaz. Na expectativa de alinhar tais interesses, buscou-se neste trabalho aplicar na gestão da conta vinculada dos contratos de terceirização da Universidade Federal de Goiás – UFG um modelo de avaliação de desempenho, inspirado na Teoria do Stakeholder e no Performance Prism. A metodologia utilizada visou a promover o confronto de perspectivas da UFG e dos seus stakeholders relacionados à gestão da conta vinculada. Para tanto, foram avaliados os cinco aspectos de desempenho do modelo Performance Prism, apresentados por Neely, Adams e Crowe (2001): a) Satisfação dos Stakeholders; b) Contribuição dos Stakeholders; c) Estratégias; d) Processos; e, e) Capacidades. Os resultados, de forma geral, apontaram que a gestão da conta vinculada tem trazido benefícios tanto à UFG, quanto aos seus stakeholders, principalmente quanto às sensações de maior segurança jurídica e redução nos ajuizamentos, porém, mostraram a necessidade de ações que melhorem as capacidades disponibilizadas.