Avaliação de modelos de gestão por competências: um estudo longitudinal em uma empresa automobilística

• Ano de defesa: 2012
• Autor(a) principal: Knapik, Janete
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Positivo; Brasil; Pós-Graduação; Programa de Pós-Graduação em Administração; UP
• Palavras-chave em Português: Estratégias; Gestão por competências; Competências individuais e competências organizacionais; CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO
• Link de acesso: https://repositorio.cruzeirodosul.edu.br/handle/123456789/2968

In the competitive scene, a review of organizational process and management systems will boost the area of human resources for a strategic orientation on its subsystems and practices. The competency management model can offer a causal alignment following the individual competence that will enhance organizational competence, and will support critical factors for success and organizational strategies. The proposal of this study was to analyze the concept of competency management models, theoretical assumptions for the process involved in this system, and implementation and institutionalization of the model. This research analyzed a practical case involving the implementation of a competency management model, and its reviews in the Volvo do Brasil. The methodology consisted of a qualitative study, a comparative study of cases in the same case, and the time perspective, which was a study of cuts in a longitudinal analysis from 1999 to 2009. The data were collected through in-depth semi-structured interviews, participant observation, documentation, and bibliographic review. The result points out that the theoretical assumptions used in the model represent a critical factor for success, and for the effectiveness of the model. A competency management model guided only by capabilities (SKA- knowledge, skills and attitudes) brings difficulties in the model management as there are many demands on T&D- training and development and salary progression that are not always supported by the company's budget and the lack of linkage with the competence to add value and business results. Other results point out the influences, or lack thereof, on the adherence in the model, such as the participation of the first hierarchical level as a sponsor and role model, the competition with competences from the headquarter, and communication and awareness when employees would like to be evaluated by time period and acquisition of skills (capabilities) rather than by adding value.