ABSTRACT
Purpose:
To identify whether public organizations that adopt the competency-based management model consider the collective component of competencies in their management practices.
Originality/value:
The academic literature highlights the potential of collective competencies to achieve organizational objectives, but there is a mismatch between the theoretical perspective and people management practices, which was confirmed throughout the study.
Design/methodology/approach:
The field research was carried out in three federal public organizations. Evidence was collected from documentary analysis and semi-structured interviews with ten employees from the respective Personnel Management areas.
Findings:
There was an isolated presence of attributes and sources of creation of collective competencies, which proved to be insufficient to determine their presence in the organizations under analysis.
KEYWORDS
Public management; Management models; Strategic human resource management; Competency-based management model; Collective competency