El presente trabajo de investigación, ha permitido identificar los factores que originan la alta rotación del personal de ventas de las tiendas de la empresa Piero, y proponer un portafolio de medidas que tendría que adoptar dicha empresa para reducir la alta rotación de su personal de ventas. La empresa Piero, produce y comercializa prendas de vestir a través de su propia cadena de tiendas ubicadas en la ciudad de Lima y otras provincias del interior del país, siendo una de las empresas más representativas del sector retail. Por ello, considero que la metodología y los resultados de la presente investigación pueden servir de referencia para que otras empresas del rubro traten de establecer los factores de rotación de su personal o adopten las medidas que se proponen para reducir dicha rotación. La presente investigación se basa en un tipo de estudio descriptivo, toda vez que trata de analizar los factores que motivan las renuncias voluntarias del personal de ventas de la empresa PIERO. También, corresponde al tipo de investigación aplicada, en la medida que los resultados del presente trabajo servirán para proponer un conjunto de políticas orientadas a reducir la alta tasa de rotación. / Trabajo de investigación

Submitted by Cássia Santos (cassia.bcufg@gmail.com) on 2015-01-30T14:21:05Z No. of bitstreams: 2 license_rdf: 23148 bytes, checksum: 9da0b6dfac957114c6a7714714b86306 (MD5) Dissertação - Alexandrina Maria Nogueira Guerra Adorno - 2014.pdf: 1569833 bytes, checksum: 80174f660391d5adb56ad382b123abde (MD5) / Approved for entry into archive by Luciana Ferreira (lucgeral@gmail.com) on 2015-01-30T14:26:32Z (GMT) No. of bitstreams: 2 license_rdf: 23148 bytes, checksum: 9da0b6dfac957114c6a7714714b86306 (MD5) Dissertação - Alexandrina Maria Nogueira Guerra Adorno - 2014.pdf: 1569833 bytes, checksum: 80174f660391d5adb56ad382b123abde (MD5) / Made available in DSpace on 2015-01-30T14:26:32Z (GMT). No. of bitstreams: 2 license_rdf: 23148 bytes, checksum: 9da0b6dfac957114c6a7714714b86306 (MD5) Dissertação - Alexandrina Maria Nogueira Guerra Adorno - 2014.pdf: 1569833 bytes, checksum: 80174f660391d5adb56ad382b123abde (MD5) Previous issue date: 2014-02-28 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior - CAPES / The humanization policy in the context of health constitutes a relevant actions sedimentary health care of the population direction and determines the reflection on the formative processes in human resources for health. Qualitative study, aimed at analyzing the humanization management of human resources, the perception of nursing staff in a public maternity hospital. Collecting data through semi-structured interviews with 29 respondents recorded, with 06 nurses and 23 nursing technique, the period February to May 2013 collection The material was literally transcribed and subjected to content analysis technique developed by five thematic categories: Humanization Policy of the SUS; Assistance and Processes promoters humanization of nursing services; Skills and managerial skills of the nurse; Quality of nursing care. It is understood that, in the view of the interviewed nurses to fit the humanization of nursing services, the development of managerial skills of staff. Humanizing nursing service in maternity is a complex process that requires professional expertise in health management, the institution must carry continuing education discussing actions based practices and clinical evidence hinged to technological advances, promote host environments for nursing staff, enable workers to suitable conditions for quality care to women during pregnancy and puerperal period. / A política de humanização no contexto da saúde se constitui em um direcionamento relevante para sedimentar ações de assistência à saúde da população brasileira, bem como determina a reflexão nos processos formativos em recursos humanos na saúde. Estudo com abordagem qualitativa, tem por objetivo analisar a humanização no gerenciamento dos recursos humanos, segundo a percepção de equipe de enfermagem de uma maternidade de hospital público. Coleta de dados por meio de entrevista semi-estruturada gravadas com 29 depoentes, sendo 06 enfermeiras e 23 técnicas de enfermagem, período da coleta fevereiro a maio de 2013. O material foi transcrito literalmente e submetido a técnica de Análise de Conteúdo elaborou-se cinco categorias temáticas: Política de Humanização do SUS; Assistência e Processos promotores de humanização nos serviços de enfermagem; Habilidades e Competências gerenciais do enfermeiro; Qualidade da assistência de enfermagem. Compreende-se que, na visão das entrevistadas cabe ao enfermeiro a humanização no serviço de enfermagem, o desenvolvimento das competências gerenciais da equipe. Humanizar o serviço de enfermagem na maternidade é um processo complexo que exige competência profissional de gestão em saúde, a instituição deve efetivar ações de educação continuada discutindo as práticas baseadas em evidências clínicas e articulada aos avanços tecnológicos, promover ambientes de acolhimento para equipe de enfermagem, possibilitar aos trabalhadores condições adequadas para assistência de qualidade às mulheres no período gravídico-puerperal.

Text in Afrikaans / Die verskynsel van gedesentraliseerde onderwyshestuur, of selfbestuur van skole (SBS), 1s 'n helangrike internasionale ontwikkeling in onderwyshestuur. 'n Afwenteling van gesag vind vanaf 'n hoer onderwysheheerliggaam na die plaaslike hestuurs- of skoolvlak plaas. Die nuwe wyse van selfhestuur van skole in Engeland en Wallis word saamgevat met die term Local Management of Schools (LMS), terwyl die soortgelyke inisiatief in die VSA en Kanada School-Based Management (SBM) genoem word. Talle aspekte van SBM en LMS sluit in 'n groot mate aan by die Suid-Afrikaanse variant van SBS, die bestuur van staatsondersteunde (Model C-) skole. In aansluiting by die literatuuroorsig wat in hierdie navorsing gedoen is, is kwalitatiewe data deur middel van onderhoude met opvoedkundiges wat direk by die bestuur van staatsondersteunde skole betrokke is, ingesamel. Klem is deurentyd in hierdie studie gele op die skoolhoof se veranderde bestuurstaak ten opsigte van die bestuur van die personeel en die gemeenskapsbetrokkenheid. bestuur van finansies, die bestuur van ouer- en Ten slotte is die volgende onder meer bevind: 'n Oorwegend deelnemende, deursigtige bestuurstyl van die skoolhoof is 'n wesenlike vereiste vir die eff ektiewe selfhestuur van skole. Die hestuur van die finansies bet die grootste enkele verandering in die rol van die skoolhoof in staatsondersteunde skole teweeggebring. Elke hoof behoort die kundigheid van 'n verskeidenheid persone te benut, en hy behoort soveel personeellede as wat prakties moontlik is, by die bestuur van die skool te betrek. Die skoolhoof, bestuursliggaam en ouers behoort saam te werk aan 'n vennootskap waarin daar openheid, wedersydse vertroue en hartlike samewerking voorkom. Die skoolhoof behoort ook, as uitvoerende beampte, te help verseker dat die bestuursliggaam eff ektief funksioneer.Die skoolhoof, bestuursliggaam en ouers behoort saam te werk aan 'n vennootskap waarin daar openheid, wedersydse vertroue en hartlike samewerking voorkom. Die skoolhoof behoort ook, as uitvoerende beampte, te help verseker dat die bestuursliggaam eff ektief funksioneer. Die skoolhoof, bestuursliggaam en ouers behoort saam te werk aan 'n vennootskap waarin daar openheid, wedersydse vertroue en hartlike samewerking voorkom. Die skoolhoof behoort ook, as uitvoerende beampte, te help verseker dat die bestuursliggaam eff ektief funksioneer. Die skoolhoof, bestuursliggaam en ouers behoort saam te werk aan 'n vennootskap waarin daar openheid, wedersydse vertroue en hartlike samewerking voorkom. Die skoolhoof behoort ook, as uitvoerende beampte, te help verseker dat die bestuursliggaam eff ektief funksioneer. / Decentralised educational management, or self-management of schools, is an important international development in the field of educational management In this process the decision-making authority is delegated from a central office to the local school level. In England and Wales this new approach is labelled Local Management of Schools (LMS), while School-Based Management (SBM) refers to basically the same initiative in the USA and Canada. Many aspects of the South African variation of selfmanagement of schools, namely the management of state-aided (Model C) schools, are quite similar to SBM and LMS. In addition to the literature review undertaken for this study, qualitative data have been gathered through interviews with a number of educationists who are directly involved in the management of state-aided schools. The main focus was on the changed management role of the principal with regard to financial management, staff management, and the management of parent and community involvement The research concluded with the following findings: A participatory, transparent management style is the key to effective and successful self-management of schools. Financial management has caused the biggest single change in the task of the principal of a state-aided school. Every principal ought to consult as widely as possible, and involve as many staff members as is practicable in the financial management of the school. The principal, management body and parents ought to ensure that a partnership is developed in which there is openness, mutual trust and collaboration. The principal, as managing executive, should also try to ensure that the management body functions effectively. The parents, school community and pupils should be offered the opportunity to participate in a formal, controlled way in the strategic planning and management of the state-aided school / Educational Leadership and Management / D.Ed.

La transmission intergénérationnelle des connaissances au sein de la banque tunisienne au moyen de la formation sur le tas fait traditionnellement partie de la culture de branche inhérente au secteur bancaire. Ce mode de formation archaïque n’a pas disparu, et la banque tunisienne a même intégré de nouveaux modes plus modernes. La comparaison avec la situation des banques allemandes, pionnières dans le domaine de la formation professionnelle et surtout de la formation duale permet d’une part de mettre en relief l’avènement d’une entrouverture au recrutement externe de jeunes diplômés issus de l’université. Mais, également et d’autre part de montrer que l’adoption par les banques tunisiennes de ce mode de formation censé créer davantage de synergies entre les salariés contribue au contraire à dégrader davantage le climat social aussi bien entre qu’avec la hiérarchie. En effet, dans un contexte de renouvellement des générations, couplé avec une ouverture à la concurrence internationale, le management introduit de nouvelles pratiques gestionnaires, et veut modifier rapidement la culture interne tout en gardant cette transmission à des fins de codification / The intergeneration transfer of technical and professional knowledge within the Tunisian banking system thanks to the training on the job belongs to the traditional culture of the financial sector. This kind of archaic training, it hasn’t disappeared. The Tunisian banks have as well already integrated new and modern ways of training. The international comparison with German banks allows to underline the external recruiting of young graduated people from universities. Moreover, and despite the fact that the Tunisian banking system is following the German training example which is due to lead to more synergies between employees and hierarchy, we notice that the internal culture is deteriorating more and more because of the introduction of managing practises which only take into account the maximisation of the banks profit abilities. In a context of renew generation and opening to the international competition, the management introduce new management practices and want to change the internal culture with keeping this technical and professional knowledge to permitting a codification.

Text in Afrikaans / Die verskynsel van gedesentraliseerde onderwyshestuur, of selfbestuur van skole (SBS), 1s 'n helangrike internasionale ontwikkeling in onderwyshestuur. 'n Afwenteling van gesag vind vanaf 'n hoer onderwysheheerliggaam na die plaaslike hestuurs- of skoolvlak plaas. Die nuwe wyse van selfhestuur van skole in Engeland en Wallis word saamgevat met die term Local Management of Schools (LMS), terwyl die soortgelyke inisiatief in die VSA en Kanada School-Based Management (SBM) genoem word. Talle aspekte van SBM en LMS sluit in 'n groot mate aan by die Suid-Afrikaanse variant van SBS, die bestuur van staatsondersteunde (Model C-) skole. In aansluiting by die literatuuroorsig wat in hierdie navorsing gedoen is, is kwalitatiewe data deur middel van onderhoude met opvoedkundiges wat direk by die bestuur van staatsondersteunde skole betrokke is, ingesamel. Klem is deurentyd in hierdie studie gele op die skoolhoof se veranderde bestuurstaak ten opsigte van die bestuur van die personeel en die gemeenskapsbetrokkenheid. bestuur van finansies, die bestuur van ouer- en Ten slotte is die volgende onder meer bevind: 'n Oorwegend deelnemende, deursigtige bestuurstyl van die skoolhoof is 'n wesenlike vereiste vir die eff ektiewe selfhestuur van skole. Die hestuur van die finansies bet die grootste enkele verandering in die rol van die skoolhoof in staatsondersteunde skole teweeggebring. Elke hoof behoort die kundigheid van 'n verskeidenheid persone te benut, en hy behoort soveel personeellede as wat prakties moontlik is, by die bestuur van die skool te betrek. Die skoolhoof, bestuursliggaam en ouers behoort saam te werk aan 'n vennootskap waarin daar openheid, wedersydse vertroue en hartlike samewerking voorkom. Die skoolhoof behoort ook, as uitvoerende beampte, te help verseker dat die bestuursliggaam eff ektief funksioneer.Die skoolhoof, bestuursliggaam en ouers behoort saam te werk aan 'n vennootskap waarin daar openheid, wedersydse vertroue en hartlike samewerking voorkom. Die skoolhoof behoort ook, as uitvoerende beampte, te help verseker dat die bestuursliggaam eff ektief funksioneer. Die skoolhoof, bestuursliggaam en ouers behoort saam te werk aan 'n vennootskap waarin daar openheid, wedersydse vertroue en hartlike samewerking voorkom. Die skoolhoof behoort ook, as uitvoerende beampte, te help verseker dat die bestuursliggaam eff ektief funksioneer. Die skoolhoof, bestuursliggaam en ouers behoort saam te werk aan 'n vennootskap waarin daar openheid, wedersydse vertroue en hartlike samewerking voorkom. Die skoolhoof behoort ook, as uitvoerende beampte, te help verseker dat die bestuursliggaam eff ektief funksioneer. / Decentralised educational management, or self-management of schools, is an important international development in the field of educational management In this process the decision-making authority is delegated from a central office to the local school level. In England and Wales this new approach is labelled Local Management of Schools (LMS), while School-Based Management (SBM) refers to basically the same initiative in the USA and Canada. Many aspects of the South African variation of selfmanagement of schools, namely the management of state-aided (Model C) schools, are quite similar to SBM and LMS. In addition to the literature review undertaken for this study, qualitative data have been gathered through interviews with a number of educationists who are directly involved in the management of state-aided schools. The main focus was on the changed management role of the principal with regard to financial management, staff management, and the management of parent and community involvement The research concluded with the following findings: A participatory, transparent management style is the key to effective and successful self-management of schools. Financial management has caused the biggest single change in the task of the principal of a state-aided school. Every principal ought to consult as widely as possible, and involve as many staff members as is practicable in the financial management of the school. The principal, management body and parents ought to ensure that a partnership is developed in which there is openness, mutual trust and collaboration. The principal, as managing executive, should also try to ensure that the management body functions effectively. The parents, school community and pupils should be offered the opportunity to participate in a formal, controlled way in the strategic planning and management of the state-aided school / Educational Leadership and Management / D.Ed.