Capacitação gerencial para a UFRRJ: elaboração de uma proposta baseada na aprendizagem dos gestores no escopo de um sistema de gestão de pessoas por competências

Abstract

This is an exploratory qualitative research accomplished at a Higher Education Federal Institution (HEFI), situated in Rio de Janeiro State. It aimed at developing a proposal for public managers’ capacity building departing from their managerial learning capacity in order to develop their managerial competency to support a Professional Competencies Management System. Therefore, this research answered: How to develop managerial capacity dedicated to the HEFI real context considering managers emergent learning process at work? Five intermediate goals were also attained: (a) Characterizing the management learning activity in public service; (b) Elucidating the managers’ perception about the required competencies for practicing their managerial role; (c) Identifying managerial competencies developed by managers in the exercise of managerial activity; (d) Identifying individual and collective learning processes embedded in managers work, (e) Setting up the managerial development activities. Empirical data collected among 19 managers of the HEFI, through semi-structured individual interviews, were qualitatively analyzed by means of hermeneutic interpretive inductive approach. Empirical results indicates that the managers learning process and managerial competency development occurred through: (a) Self-learning, (b) vicarious learning, c) self-experience, and by solving problems in a trial and error mode (d) Social and collective interactions (e) Formal education (f) Working practice deconstruction; g) Managers’ life activities off work. To trigger the development of managerial competencies including the emerging managers learning processes at this HEFI, an institutionalized managerial development project is needed grounded in andragogy pedagogy, this is, specific for adult learning process based on public managers awareness enhancement about the importance of the various ways of learning in the working practice. For instance, encouraging vicarious learning through the presentation of other institutions cases and the collective identification of the required managerial competencies. The managerial development project structure should take into account the need to meet individual managers’ development requirement as well as the constraints imposed by the collective election process for being a public manager at this HEFI. Developing managerial competencies should have as structure: a) Evaluation b) learning c) Analysis d) Practice e) Application. Managerial competencies development should follow a continuous learning at work approach, taking into account profile differences concerning the academic and technical managerial positions.