Desenvolvimento de competências gerenciais e aprendizagem experiencial: um estudo entre os gerentes de agência do Banco do Brasil no Estado do Ceará

• Ano de defesa: 2008
• Autor(a) principal: Leite, Marcos Tadeu dos Santos
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Palavras-chave em Português: Desempenho; Aprendizagem experimental; Capacidade executiva; Aprendizagem organizacional
• Link de acesso: http://www.repositorio.ufc.br/handle/riufc/16245

Based on the concepts of competencies and experiential learning, this research investigates, according to the view of general managers from the agencies of Bank of Brazil in the state of Ceará, the contribution of experiential learning to the development of managerial competencies which are required at their ordinary work environment and were not provided by the formal approach of managerial development. Firstly, through documental analysis review and consulting the analysts in charge of the elaboration of professional development strategies at the Bank, the managerial competencies developed by the formal program of the company were identified. After that, with the help of an intense literature review relevant to the managers’ performance nowadays, a questionnaire of 80 items was built in order to observe, as a preliminary research, which of these competencies were developed through the experiential learning in their every day work. The results of this previous investigation showed that the competencies required were developed by managers through experiential learning so that it was possible to identify a significant gap between the formal competencies and the experiential competencies. These data allowed the elaboration of a 25-item questionnaire answered on a Likert scale and applied as a survey to 140 general managers from the bank mentioned before. The objective of this survey was to evaluate if the managers’ performance on the competencies required achieved what was expected by the company. The results pointed out that the analyzed managers’ performance corresponded to the performance expected by the company on both groups of competencies so that the gap which was found previously, became unimportant. The factorial analysis showed only one factor whose correlation with the meanings and the semantic similarities of its variables allows the identification of eight competencies which were put together as a unique factor known as Human Resource Model (QUINN et al. 2003).