Reação individual à mudança de servidores do Instituto Federalde Minas Gerais em relação ao processo de fusão

• Ano de defesa: 2014
• Autor(a) principal: Lívia Almada Neves
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Federal de Minas Gerais; UFMG
• Palavras-chave em Português: Fusão; Mudança organizacional; Resistência à mudança; Administração de pessoal; Comportamento organizacional; Desenvolvimento organizacional
• Link de acesso: http://hdl.handle.net/1843/BUBD-9VEKFV

The aim of this study is to identify individual responses to change in relation to the causes of individual resistance to change after a merger. For this, a case study concerning the merger of five municipalities of federal education CEFET Ouro Preto, CEFET Bambuí, UNED Congonhas, UNED Formiga and Agrotechnical School of São João Evangelista , was conducted, forming the Federal Institute of Minas Gerais with rectory in Belo Horizonte. Research has explanatory character and use methodological concomitant triangulation to collect data, which was done through the application of an online questionnaire and semi structured interview. It was validated 55 questionnaires answered by servants who participated in the merger process, independent of the position. Simultaneously, eight interviews were conducted with servants who began working at the rectory after the merger. To analyze the qualitative data, content analysis was used to categorize the reports according to the variables shown in the model proposed: individual acceptance and support for change, social interaction, organizational consistency, group resistance, previous experience and prior decision. Quantitative data were analyzed using multiple regression and demographic data, descriptive statistics. It was found that group resistance e prior decision did not influence the level of acceptance and individual support to fusion, whereas the variables previous experience, social interaction and influence organizational consistency influence with almost the same intensity the level of acceptance and individual support for change, showing that 42.4% of respondents explain the proposed model. Moreover, the interviews showed that although prior decision have not been identified as influential in the acceptance and cooperation to change this variable needs to be considered carefully, since proved influential in the reports collected. Furthermore, it was identified in the reports that leadership plays a key role in the acceptance of the merger process, as well as the power relations that it establishes, and the process would have been more effective if there were more quality information disseminated and initial support of the Ministry of Education and Culture. As future projections, it would be interesting to explore the situational moderators (organizational consistency and previous experience), the most influential individual in acceptance and support for the merger, considering the steps of the process and the mediation of the participating leaders, thus contemplating issues information and relations of power filter, as identified in the interviews. Limitations of this study relate to the sample size, which is small to provide a general inference. The temporal break is another limitation, which was cross, but if it was longitudinal, process steps would be best addressed. Another limitation is because contemplate only one case. However, this research contributes to the deepening academically on the topics "Fusion" and "Resistance to change in the merger process" and assists managers in proactive and planned behavior regarding actions that employees can manifest in a merger.