Contributors and the sense of belonging in organizations

Organizações, Colaboradores e o Sentimento de Pertencimento nas

doi:10.22167/2675-6528-202602806

Article

September 30, 2026

Contributors and the sense of belonging in organizations

Contributors and the Sense of Belonging in Organizations

Dagoberto Jose da Silva; Paulo Roberto Alves

DOI: 10.22167/2675-6528-202602806

Article derived from a Final Course Work (TCC), with content based on the student’s original work and adapted to the editorial format of the E&S Magazine with the support of the ResumeAI tool, an artificial intelligence solution developed by Instituto Pecege for textual synthesis and organization.

Abstract

Workplace well-being, recognized since the late 1970s as a source of productivity and engagement, remains a relevant topic in the contemporary organizational landscape. The research aimed to understand the perception of workers in a Food and Nutrition Unit (UAN), specifically in a Meal Production and Distribution Unit (UPDR), regarding well-being, engagement, and belonging. The methodological approach consisted of a quantitative study, which used an online questionnaire applied via Google Forms to collect data objectively and anonymously. Seventy employees of the organization participated. The results demonstrated an atypical demographic profile, characterized by corporate longevity, with 65.7% of employees over 20 years with the company and 72.9% over 50 years of age. The analysis of the dimensions of the Job Satisfaction Scale (EST) revealed that adequate remuneration was the organization’s main strength, with a median of 4.0. However, critical bottlenecks were identified in satisfaction with promotions and inclusion in decisions, both with a median of 2.0, and a prevalence of indifference, with a median of 3.0, in the general sense of belonging and climate. It was concluded that, despite salary satisfaction, the organization needs to improve promotion policies and employee participation to strengthen engagement and the sense of belonging.

Keywords: Well-being; Engagement; Belonging; Job satisfaction.

1. Introduction

Global workplace surveys have revealed worrying data for some years. Reports from the company Gallup (2024), for example, indicate that between 70% and 75% of workers worldwide are dissatisfied or disengaged in their professional environments. This scenario highlights the importance of an environment that promotes well-being, a theme of academic interest since the late 1970s, when studies began to understand individual experiences in specific segments.

The absence of an environment that promotes belonging leads individuals to feel unmotivated and disengaged, generating insecurity regarding the company (Chiavenato, 2014). Engagement is characterized by active involvement and energy applied to work. In turn, belonging can be defined as psychological safety and the individual’s bond of identification with the collective (Siqueira, 2020; Kaufman, 2021), manifesting as the feeling of being valued and accepted in the organizational culture.

In a contemporary scenario of organizational transformations, with increasing diversity and demand for more humane cultures, the feeling of belonging in the workplace emerges as a determining factor for the well-being, engagement, productivity, and mental health of employees. Engaged workers are up to 12% more productive (Gallup, 2015), and modern organizations must prioritize actions that foster belonging, considering it as important as or more important than salaries and benefits (Sales, 2022).

Maslow’s theory of human needs (Fernandes and Pereira, 2017) points out that, after the satisfaction of physiological and safety needs, esteem and self-actualization needs are sought, often in work relationships. The absence of these conditions in the corporate environment can result in demotivation, low productivity, and low engagement. This dynamic compromises the individual’s relationship with the company, impacting their vitality, according to Fayol’s perspective (Souza and Aguiar, 2011), who compared the company to a living being, where a department with discontented employees would be a diseased organ.

The strengthening of bonds between employees and companies depends on organizational practices that recognize and value diversity, promoting inclusion and genuine engagement (Fleury, 2000). From a contemporary business management perspective, the company needs to be concerned with its intangible capital, that is, human capital, which is fundamental for organizational success (Chiavenato, 2021). Engaged employees contribute to increased productivity and profits, decreased turnover, and talent retention (Pereira, 2015).

Despite the recognized importance of well-being and belonging, there are still doubts about the effective application of these concepts and the space for employee voice in an environment of rapid changes and new technologies. The gap lies in understanding how inclusion practices can build healthier and more productive environments, which practices are harmful and which factors demotivate employees, and how these scenarios can be transformed through modern management practices. The question guiding this work is: In what way does the feeling of belonging act as a determinant of employee engagement and retention in the organizational environment? Thus, this study is justified by the need to validate the importance of the feeling of belonging in organizations as a way to strengthen the bonds between employees and the company, and aims to analyze the importance of the feeling of belonging in employee engagement and retention within the organizational environment.

2. Material and Methods

This study was characterized as a quantitative research, with the purpose of analyzing the importance of the sense of belonging in the engagement and retention of collaborators within the organizational environment. The quantitative approach was selected to allow the objective collection and analysis of numerical data, seeking to identify patterns and relationships between the studied variables. Although the original TCC mentions “qualitative exploratory research (Sampieri et al., 2013)”, the abstract and the description of the procedures clearly indicate a quantitative methodology, focused on the measurement of perceptions.

The unit of analysis consisted of the perception of workers from a Food and Nutrition Unit (UAN), specifically in a Meal Production and Distribution Unit (UPDR). The study was conducted in an industrial restaurant operating within a higher education segment. This organization is responsible for the daily preparation and distribution of approximately 8,000 meals, covering breakfast, lunch, and dinner, and employs a total of 100 staff in various positions and educational levels.

The target population of the research was composed of the 100 employees of the aforementioned Meal Production and Distribution Unit. For data collection, a convenience sample was sought, in which participants who spontaneously responded to the questionnaire would have their data computed. At the end of the collection period, a sample of 70 participants was obtained, according to the calculation for finite populations proposed by Barbetta (2014), which indicated a sample of 70 people with 95% confidence and a margin of error of 6.5%.

The data collection instrument was an online questionnaire, designed and administered through the Google Forms platform. This questionnaire consisted of 19 questions, developed based on Siqueira’s (1995) Work Satisfaction Scale (EST) and the parameters of the Best Companies to Work for in Brazil Report in 2024 (GPTW Brasil, 2024). The questions aimed to investigate the degree of satisfaction, recognition, commitment, and organizational citizenship of employees (Ferreira, 2012).

For the measurement of participants’ perceptions, the 5-point Likert scale was used (Macedo, 2020). This scale ranged from 1 (Strongly Disagree/Very Dissatisfied) to 5 (Strongly Agree/Very Satisfied), with 3 representing Neutral/Indifferent. The adaptation of the original EST scale, which has 7 points, to 5 points was carried out with the objective of facilitating respondents’ understanding and, consequently, increasing the response rate, as suggested by studies indicating greater ease of mental processing with 5-point scales (Colman et al., 1997).

Data collection was carried out objectively and anonymously, using an online questionnaire. The link to access the form was distributed to the organization’s employees via the WhatsApp® messaging application. The collection period was not explicitly informed in the TCC, but the process occurred over several weeks, resulting in the 70 computed responses. There was no intervention to clarify doubts during the application, given the electronic nature of the questionnaire (Mineiro, 2020).

After collection, the raw data obtained through Google Forms were tabulated and organized in a Microsoft Excel electronic spreadsheet. The data analysis was of a descriptive statistical nature, focused on identifying patterns of behavior and perceptions of collaborators. For the organization of the analysis, the questionnaire was divided into four thematic parts: sociodemographic profile, professional and organizational profile, remuneration, justice and merit, and organizational climate, belonging and well-being.

All ethical precautions were rigorously observed during the research. The online form guaranteed the complete anonymity of the participants, without collecting any personal or identifiable information. The responses could not be linked to any individual. It was explicitly informed that the project was for exclusively academic purposes and had no connection with the company studied. Additionally, the data collection procedure was in full compliance with the General Data Protection Law (LGPD), ensuring the privacy and adequate treatment of information.

3. Results and Discussion

The analysis of the collected data allowed for an in-depth understanding of the perception of collaborators in a Meal Production and Distribution Unit (UPDR) regarding well-being, engagement, and belonging. The results revealed an organizational profile with unique characteristics, especially concerning employee demographics and their longevity in the company. The research was structured around four main axes: sociodemographic profile, professional and organizational profile, remuneration, justice and merit, and organizational climate, belonging, and well-being, according to the established methodology. The findings provide important subsidies for understanding the challenges and opportunities in people management within this specific environment.

The sociodemographic composition of the sample presented an atypical profile compared to the average Brazilian labor market. It was found that the majority of respondents, 72.9%, are over 50 years old, while 65.7% of employees have been with the company for over 20 years. This data contrasts significantly with the average age of active workers in Brazil, which is 39.3 years, according to data from PNAD Contínua of IBGE (LCA Consultoria, 2023), and also with the profile of the best companies to work for, where most employees are in the 26 to 34 age group (GPTW Brasil, 2024). This corporate longevity, although it may bring advantages such as loyalty and commitment, can also imply challenges in terms of creativity, adaptation to new technologies, and healthcare costs (FGV EAESP, 2018).

Regarding gender distribution, the sample showed a remarkable balance, with 50% male participants, 48.6% female, and 1.4% gender fluid. However, the analysis of respondents’ race/color revealed that the majority are white (52.5%), followed by mixed-race (30%), black (14.3%), and Asian (2.9%). A more detailed cross-tabulation of the data indicated a differentiation in job allocation, with 22% of black and mixed-race respondents working in operational areas, in contrast to only 9% in administrative and technical positions. This disparity suggests that, despite the apparent overall balance, organizational diversity still faces challenges in promoting equity at different hierarchical levels, a crucial aspect for innovation and turnover reduction (Silva et al., 2016 apud Martarello & Conceição, 2024).

Regarding schooling, 45.7% of respondents completed high school, while 25.7% had a bachelor’s degree and 7.1% a postgraduate degree. Elementary and technical levels represented 12.9% and 8.6%, respectively. This educational profile, with a predominance of high school education, is consistent with the operational occupations of the Food and Nutrition Unit. However, this characteristic may diverge from the demands of the contemporary labor market, where employees with higher education tend to better understand processes, operate technologies more easily, and optimize workflows, which can impact income (Chiavenato, 2022). The professional area of the respondents was concentrated mainly in the operational sector (45.7%), followed by administrative (25.7%), technical (7.1%), and services (1.4%).

The length of service at the company reinforced the longevity profile already observed in the age group. The majority of respondents, 65.7%, have been with the organization for more than 20 years, and 28.6% for more than 10 years. Only 5.6% of employees have been with the company for less than 10 years. This long tenure is an indicator of a trusting relationship between the employee and the organization, although the current market average is approximately two years (GPTW Brasil, 2024). Long-term stability can be a factor that contributes to the organizational culture, but it can also influence the perception of other aspects of the work environment, such as the need for renewal and new perspectives.

The dimension of remuneration, justice, and merit was evaluated using Siqueira’s (1995) Work Satisfaction Scale (EST), adapted to a 5-point Likert scale. Adequate remuneration emerged as the organization’s main strength, with a median of 4.0, indicating a high degree of satisfaction among employees. This finding suggests that the company’s salary policy is perceived as fair and capable of meeting employees’ financial needs, which is fundamental for valuing work and fostering a sense of belonging (Dutra, 2006 apud Fioravanzo et al., 2020).

However, the analysis of salary satisfaction revealed important nuances. Although the overall median is high, significant differences were identified between groups. Men showed higher full satisfaction (27.2% with a median of 5.0), while women demonstrated a higher rate of dissatisfaction (11.4% with a median of 1.0) considerably higher than that of men (2.9%). In the racial context, the Pardo group presented the highest overall median (3.5). The operational sector, despite having the largest volume of “Very Satisfied” employees (31.4% with a median of 5.0), maintained an overall median of 3.0 (neutral) due to the prevalence of indifference or dissatisfaction in other subgroups, indicating that salary satisfaction is not homogeneous throughout the organization.

In contrast, satisfaction with merit-based promotions was identified as a critical point, presenting a median of 2.0. This result indicates a low perception of meritocracy and fairness in professional advancement processes. The recurrence of the median 1, which corresponds to “Strongly Disagree” or “Very Dissatisfied”, in almost all analyzed groups, demonstrates that the promotion system is widely perceived as unfair or nonexistent. This widespread dissatisfaction with growth opportunities can compromise employee engagement and well-being, as career progression is an important motivational factor (Siqueira, 1995).

Satisfaction with colleagues and superiors showed a median of 3.5, indicating a moderate feeling of respect and trust. However, cross-analysis revealed that only 5.71% of women were satisfied with management, and the concentration of black employees in the “Indifference” category (11.4%) suggests limited proactive interaction from managers. The increase in satisfaction to 3.5 among employees with a degree suggests that leaders can adapt their management style to more qualified profiles. Low satisfaction with leadership is a direct reflection of the quality of the organizational climate, which is shaped by behaviors and values (Milioni, 2006).

The inclusion in important decisions related to the collaborators’ area of expertise was another point of concern, with a median of 2.0. This result points to a negative perception of active employee participation in decisions that affect their activities and work environment. The absence of management involvement in issues that directly impact the daily lives of collaborators can lead to demotivation and compromise the sense of belonging, as active participation reinforces individual appreciation (Siqueira, 1995). Recognition and appreciation for work, in turn, obtained a median of 3.0, indicating a neutral or indifferent sentiment.

The nature of work, which assesses job content and the meaning of daily tasks, showed a predominant median of 3.0, indicating indifference. This finding suggests that tasks are perceived as routine and unchallenging, which can lead to burnout. The female group demonstrated high dissatisfaction (24.3% with a median of 2.0) compared to the male group (15.7%). Employees over 50 years old (35.7% dissatisfaction with a median of 2.0) and with more than 20 years at the company (27.1% dissatisfaction with a median of 2.0) also showed high levels of dissatisfaction. The operational (25.7% dissatisfaction) and technical (overall median 2.0) sectors were those that showed the most burnout in relation to the technical-operational content of the work.

The general sense of belonging and camaraderie in the team, as well as the perception that the company cares about well-being and job satisfaction, registered medians of 3.0, indicating indifference. This result suggests that, despite the longevity of employees in the company, affective bonds and identification with the organizational culture may not be as strong as expected. The absence of a perception of value and support among team members may prevent collective knowledge from becoming a competitive advantage, resulting in a team structure that does not reach its growth potential (Souza & Puente-Palacios, 2007). The degradation of affective bonds in the workplace can reduce commitment and increase absenteeism (Siqueira & Gomide Jr., 2004).

In summary, the research results reveal a complex scenario at the Meal Production and Distribution Unit. Although the organization stands out for adequate remuneration, a strong point that contributes to employee satisfaction, there are critical bottlenecks related to people management. Low satisfaction with promotions and limited inclusion in important decisions, combined with the perception of routine and lack of challenges in the nature of work, generate a general feeling of indifference and a low sense of belonging. This situation, despite the high longevity and stability of the staff, indicates that salary satisfaction alone is not enough to ensure full engagement and employee well-being, directly impacting organizational vitality and talent retention capacity.

4. Conclusion

The present study aimed to understand the perception of workers in a Food and Nutrition Unit (UAN), specifically in a Meal Production and Distribution Unit (UPDR), regarding well-being, engagement, and belonging. An atypical demographic profile was observed, characterized by corporate longevity, with the majority of employees having more than 20 years with the company and being over 50 years old. The analysis of the dimensions of the Job Satisfaction Scale (EST) revealed that adequate remuneration constituted the main strength of the organization, indicating a high degree of salary satisfaction among participants. However, critical bottlenecks were identified in satisfaction with merit-based promotions and in the inclusion of employees in important decisions related to their area of work, both aspects with low perception of fairness and participation. A predominant feeling of indifference was also observed regarding the nature of the work, perceived as routine and without challenges, and in the general feeling of belonging and organizational climate, which suggests a degradation of affective bonds and a low sense of individual appreciation.

The main contribution of this study lies in demonstrating that, despite satisfaction with remuneration, employee longevity does not automatically translate into full engagement and belonging. The organization needs to improve its promotion policies and encourage active employee participation to strengthen the sense of appreciation and the bond with the company. It is suggested to implement a Job, Career, and Salary Plan (PCCS) with clear promotion criteria, in addition to educational incentive policies and the creation of suggestion channels to include the operational team in decisions. As a limitation, the study used a simplified questionnaire, which may have restricted the depth of perceptions. For future studies, it is recommended to analyze the relationships of minorities (LGBTQIA+, people with disabilities, Black and Indigenous people) in the workplace, verifying their degree of inclusion and satisfaction, and comparing these findings with rankings of the best companies to work for, in order to obtain a more comprehensive understanding of organizational diversity and equity.

Bibliographic References

ADKINS, A. Only 35% of U.S. managers are engaged in their jobs. Gallup, 2 abr. 2015. Disponível em: https://www.gallup.com/workplace/236552/managers-engaged-jobs.aspx. Acesso em: 1 jun. 2025.

CHIAVENATO, Idalberto. Gestão de pessoas: o novo papel dos recursos humanos nas organizações. 4. ed. Rio de Janeiro: Elsevier, 2014.

Fernandes e Pereira, 2017 [Refer

GALLUP. State of the Global Workplace: 2024 Report. Gallup, 2024.

Kaufman, 2021 [Referência completa não encontrada no documento original]

SALES, Ricardo. Diversidade, inclusão e pertencimento: caminhos para uma liderança inclusiva e uma cultura organizacional humanizada. São Paulo: Literare Books International, 2022.

SIQUEIRA, M. M. M.; GOMIDE JR., S. Vínculos do indivíduo com o trabalho e com a organização. In: ZANELLI, J. C.; BORGES-ANDRADE, J. E.; BASTOS, A. V. B. (Orgs.). Psicologia, organizações e trabalho no Brasil. 2. ed. Porto Alegre: Artmed, 2014. p. 300-328.

Article originating from the Final Course Work of the Specialization in Business Management of the MBA USP/Esalq

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According to Microsoft, 75% of professionals already use artificial intelligence at work without company approval. The use of generative artificial intelligence is already part of the corporate routine. Tools like ChatGPT, Copilot, and other platforms help professionals produce texts, analyze data, create presentations, and accelerate tasks in practically all sectors. But this advance […]

Renata de Gaspari Valdejão Almeida

Strategy

July 02, 2026

The future as a competence

Academic interest reinforces the projection of scenarios as an essential tool for decision-making. While some companies are still trying to get the next step right, others are already working with multiple possible futures — and preparing for all of them. But after all, what does it mean to “think about the future”? Is it a trend, a strategy, or a new competence that […]

Renata de Gaspari Valdejão Almeida

Innovation

Technology

May 21, 2026

Agro SP Corridor: innovation, institutional articulation and future

Pecege commands the executive operation of the 400 km ecosystem activities that became known as the Brazilian agro Silicon Valley In 2025, in addition to taking over the management of the Piracicaba Technology Park, the Pecege Institute was also designated to command the executive operation of the State Agribusiness Innovation Corridor activities, the so-called […]

Education

April 27, 2026

How to turn a TCC into a business

New management of the Piracicaba Technology Park offers consulting to MBA graduates The new project director of the Piracicaba Technology Park (PTP), Alexandre Barreto, often says that one of the greatest rewards he has ever had in life was seeing his MBA USP/Esalq students structure companies from their final projects […]

Technology

March 20, 2026

The human repertoire in the age of AI

Critical thinking and creativity are irreplaceable in the work of a marketing professional Artificial Intelligence (AI) is capable of incredible feats, but it does not yet possess the judgment, empathy, intuition, and strategic creativity necessary to do the job of a good marketing professional. In this area, it is important to know how to use the tool to automate […]

Renata de Gaspari Valdejão Almeida

Agribusiness

Innovation

February 23, 2026

ESG as a growth strategy in a cooperative in RS

Santa Clara balances social and environmental responsibility with innovation Founded in 1911 by Italian immigrants in Carlos Barbosa, in the Serra Gaúcha region, Cooperativa Santa Clara is an example that it is possible to balance economic growth with social and environmental responsibility. From a small cheese production company, the organization has evolved into a […]

Renata de Gaspari Valdejão Almeida

Agribusiness

Innovation

January 22, 2026

Brazil free of Foot-and-Mouth Disease: what changes for Brazilian beef?

With a herd of over 200 million head of cattle, the country is currently the leader in exports. Brazil recently received, for the first time, the certification of country free of foot -and-mouth disease without vaccination, conferred by the World Organisation for Animal Health (WOAH). The seal strengthens the country’s position as a reliable supplier of meat for the […]

Renata de Gaspari Valdejão Almeida

Innovation

December 09, 2025

Innovation: the new cycle of the Piracicaba Technology Park

Instituto Pecege assumes management, betting on the creation of new businesses Starting in 2026, Instituto Pecege will assume the management of the Piracicaba Technology Park (PTP). Among its responsibilities will be the administration, operation, maintenance, and expansion of the park, in addition to fostering activities in innovation, entrepreneurship, and science and technology. The choice was made […]

Renata de Gaspari Valdejão Almeida

July 06, 2026

Large-Scale Architecture: DSR-SCRUM Change Management

Mônica Alessandra Guerios; Maria do Carmo Assis Todorov Abstract generated by ResumeAI, an artificial intelligence solution developed by Instituto Pecege focused on synthesis and writing. Architecture and urbanism are configured as essential bases in an increasingly complex and challenging urban space, where the intrinsic connection between social, environmental, and technological issues […]