Gestão por competências: um estudo na distribuidora de energia do Ceará - COELCE

• Autor(a) principal: Araújo Filho, Carlos Falconiere de
• Data de Publicação: 2010
• Tipo de documento: Dissertação
• Idioma: por
• Título da fonte: Repositório Institucional da Universidade Federal do Ceará (UFC)
• Texto Completo: http://www.repositorio.ufc.br/handle/riufc/29942
• topic: Gestão por competências; Avaliação de desempenho; Capacitação de pessoal

The aim of the study was to investigate the views of company managers about the adoption of the management model for competence in terms of their implications for training and personnel evaluation. In terms of methodology, this is an exploratory-descriptive study, qualitative in nature, involving different sources of primary and secondary data. Secondary sources involved the review on managing people, management by competence and performance assessment. As a primary source, relied on a field survey, by applying a structured questionnaire, consisting of forty-seven items divided into three groups of issues related to the specific objectives of the research. In the analysis of data from field research technique was used for categorization, content analysis, and for quantitative data, were used descriptive statistical techniques to calculate the frequency distribution, mean and standard deviation were used SPSS 17.0 software. The results obtained, these portray the perception of employees about the current model for performance management skills adopted by Coelce in terms of impacts on systems evaluation and training, leaving it to respondents to assign their degree of agreement or disagreement with the wording of the questionnaire. The result showed an agreement in the perception of respondents, both in relation to the deployment process and the changes resulting from implementation of the model system of training and evaluation of personnel, given a central value of 3.5. The highest degree of positive agreement was reached regarding the impact of implementing the management model for competence in the evaluation system for staff with an average of 4.13. As for the functional segment of respondents, which relates the role of the employee in the company indicating the hierarchical level and complexity of its function, we performed a comparison between the perceptions of management-level segment (discussed in this dissertation as a segment of the managers) and thread operational. It was observed that for the management level the result was a positive correlation in most of the claims above the sample and the operating segment, indicating that the spread for this segment was better understood and aligned with company strategy.