A influência da avaliação de desempenho por competências na gestão organizacional em uma empresa de fruticultura

Abstract

Competition, innovation, speed, focus on customer needs and great movements for quality and productivity are the imperatives of globalization in modern society, people being the largest competitive advantage, responsible for the maintenance and preservation of organizational results. If organizations need to be competitive to survive, so they need teams prepared and competent, making this differential is able to meet the global change. The aim of this study is to evaluate, by applying a formal tool for Performance Assessment Competence, Performance Managers of a fruit company, Vale do Sao Francisco, distributed Levels (Strategic and Tactical) and its influence on management Organizational. To achieve this purpose were established the following specific objectives, a) Undertake a survey of the personal profile of managers, taking into account gender, age, marital status, academic background, course and length of service and b) Assess the level of collective performance of current managers in relation to Management Skills (technical and behavioral), deliveries and contributions to strengthening the business. To accomplish this work, we used field research exploratory-descriptive. The population used in the study were 20 managers of the company managing the business. Data collection instruments were used: meeting with the directors, direct structured interviews, archival research through the description of the roles, powers through the selection of the Inventory of Skills and implementing ADC - Performance Assessment of Skills. The data were processed through scales, percentage, frequency and coefficients of performance built by (LEME, 2006). The findings after the application of the Performance Assessment of Skills, the real contribution of managers to the company,represented by the results of the CDC - Coefficient of Performance of the Employee, which was 43%. The difference to be developed in managers or Gap was 57%, with a big difference to be developed, as expected by the company that was 100%, noting that managers do not fully meet the strategic and organizational perspectives.