Evolução das práticas de gestão de pessoas: o caso de uma empresa do ramo do agronegócio

Abstract

The objective of this study is to analyze the evolution of the practices of People Management used in a medium-sized company located in the southwest of Paraná between the period 1998 to 2018. Specifically, the practices focused on the Recruitment and Selection, Development, Evaluation of Performance, Benefits and Quality of Life, Health and Ergonomics at work. The People Management area plays a fundamental role in organizations, which experience changes in business competitiveness. In view of this, maintaining a strategically structured area with effective (mature) practices becomes essential for the achievement of the company's objectives. Therefore, this research explores the variation in the level of maturity of the company's People Management area between 1998 and 2018. The maturity levels can be understood as the steps of a ladder that takes the business to higher levels of efficiency in the logical sequences of activities that are systematically performed. Thus, companies with good maturity are those that achieve better quality in their results. This is necessary to make the company more competitive in the market, increase quality of products and services and reduce costs. The methodology used to achieve the proposed objective has a qualitative approach based on a single case study with a longitudinal perspective, with evidence collected mainly through interviews. This research strategy allowed the perception that the company analyzed evolved in some practices of people management over the years. However, there are still many important points to be improved especially in the Dimension of Performance, Training and Development and Quality of Life, Health and Ergonomics at work dimensions. The most evolving dimensions over the years were Recruitment and Selection and Benefits. This is confirmed by the classification of the level of maturity of the practices, where this classification resulted in the following data: a) Recruitment and Selection evolution up to level 5 (Optimized -Continuous Improvement), b) Quality of Life, Health and Ergonomics, Benefits and Training and Development the company stagnated in Level 4 (Predictable - Development) and finally, the Performance Evaluation Practice the company did not advance from Level 3 (Defined - Planning).