Título: | THE MEANING OF CHANGE OR THE CHANGE OF MEANING?: AN ANALYSIS ON IMPLEMENTING COMPETENCY-BASED MODELS IN PEOPLE MANAGEMENT | |||||||
Autor: |
SILVIA BEATRIZ ALEXANDRA BECHER COSTA |
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Colaborador(es): |
PATRICIA AMELIA TOMEI - Orientador |
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Catalogação: | 18/OUT/2006 | Língua(s): | PORTUGUESE - BRAZIL |
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Tipo: | TEXT | Subtipo: | THESIS | |||||
Notas: |
[pt] Todos os dados constantes dos documentos são de inteira responsabilidade de seus autores. Os dados utilizados nas descrições dos documentos estão em conformidade com os sistemas da administração da PUC-Rio. [en] All data contained in the documents are the sole responsibility of the authors. The data used in the descriptions of the documents are in conformity with the systems of the administration of PUC-Rio. |
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Referência(s): |
[pt] https://www.maxwell.vrac.puc-rio.br/projetosEspeciais/ETDs/consultas/conteudo.php?strSecao=resultado&nrSeq=9154&idi=1 [en] https://www.maxwell.vrac.puc-rio.br/projetosEspeciais/ETDs/consultas/conteudo.php?strSecao=resultado&nrSeq=9154&idi=2 |
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DOI: | https://doi.org/10.17771/PUCRio.acad.9154 | |||||||
Resumo: | ||||||||
Today s turbulent business environment demands speedy and
paradigmatic
changes. To meet these challenges, organizations are
adopting competency-based
people-management models as a response to the need for
greater individual
commitment and as an important strategy for gaining a
competitive edge (Dutra,
2004). This study analyzes the implementation of such
competency-based models
and their meaning for organizational change, as signaled
by the communication
initiatives the companies adopted, from the perspective of
different theoretical
frameworks (Weick, 1999; Klein, 1996; Ford & Ford, 1995;
Van de Ven & Poole,
1995; Lewin, 1951). Using a qualitative approach, multiple
case studies were
discussed. Seven companies from the telecommunications
sector were selected, as
representative of a high clock speed industry that in
Brazil continuously
undergoes intense and complex changes. The research
findings are based on
information collected from in-depth semi-structured
interviews, closed-answer
questionnaires and archival data. The findings reinforce
the importance of
communication efforts for putting a change project into
effect. They also highlight
the need to unravel the meanings triggered by information
strategies used during
the different phases of project implementation considering
the competency-based
HR management programs as examples of planned change.
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