The competency management and human resources functions: a case study at the Federal University of Ceara (UFC)

The way organizations perform the management of people undergoes great changes in the world. The inadequacy of traditional models of human resource management that are originating in the scientific management movement, which had control as a reference to maintain the relationship between people and organization, motivated these changes leading to adoption of a new set of concepts that best integrate the management of people with the organizational strategic intent through discussion skills. This trend encouraged by the management competence is consolidating in private organizations and, through legal, inserting also in public institutions. The development of this work begins with the literature review that allowed us to outline a theoretical scenario about people management, competence management by highlighting and then showing its application in the public sector. Emphasized, in the theoretical overview, four human resources subsystems: recruitment and selection (R & S) training and development (T & D), performance evaluation, and jobs and salaries or compensation (C & S). The research sought to investigate the deployment of personnel management currently developed in the Federal University of Ceara (UFC). The main objective was to verify the UFC, a public institution of higher education, if the management subsystems of people, the way you currently have, are aligned to the guidelines proposed by the approach of competency management. Through an exploratory case study obtained the perceptions of technical and administrative server, crowded by the Superintendent of Human Resources of the UFC, on the four subsystems of personnel management, and achieving results, quantitative and qualitative, some interactions and dissonances between the subsystems mentioned above and the guidelines proposed by the management competence.