Construindo o diálogo entre competência, recursos e desempenho organizacional

ARTIGOS

Construindo o diálogo entre competência, recursos e desempenho organizacional

Bruno Henrique Rocha Fernandes^I; Maria Tereza Leme Fleury^II; John Mills^III

^ICentro Universitário Positivo

^IIFEA-USP

^IIIInstitute for Manufacturing – University of Cambridge

RESUMO

Este artigo objetiva estudar como os recursos impactam o desempenho organizacional. Partindo da noção de competência como processo de coordenação e mobilização de recursos, utilizou-se o referencial do balanced scorecard (BSC) para mensurar a influência dessa coordenação sobre os indicadores de desempenho nas múltiplas perspectivas do BSC. A revisão da literatura sobre esse tema mostrou que se privilegia o uso de indicadores financeiros ou de processos internos, e que menos estudos avaliam indicadores de aprendizagem, impactos sobre os clientes, ou analisam mais de uma perspectiva simultaneamente. Um estudo de caso em profundidade em empresa de saneamento utilizando dados e indicadores sugere que fatores ambientais relacionados à demanda são os maiores determinantes do desempenho. A satisfação dos funcionários sugere associação com todas as perspectivas do BSC.

Palavras-chave: Competências organizacionais, desempenho organizacional, balanced scorecard, visão da empresa baseada em recursos, sistema de gestão de pessoas de alta performance.

ABSTRACT

This paper deals with the question of how resources affect organizational performance. It assumes competence as a bundle of coordinated resources and employs the Balanced Scorecard (BSC) framework to measure and assess how this coordination influences performance indicators all over BSC perspectives. A review effort in this field showed that financial or internal process indicators are the most considered; performance indicators from learning and growth perspectives or studies evaluating simultaneously all performance perspectives are less common. A case study in a Brazilian water company, using firm's data and indicators, pointed external factors related to demand to be the strongest performance determinant; employee satisfaction presented association with all BSC perspectives.

Keywords: Organizational competences, organizational performance, performance measurement and Balanced Scorecard, resource based view of a firm, high performance working systems.

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Full text available only in PDF format.

Artigo recebido em 27.09.2004.

Aprovado em 18.04.2006.

Bruno Henrique Rocha Fernandes

Professor do mestrado em Administração do Centro Universitário Positivo. Doutor em Administração pela USP. Interesses de pesquisa nas áreas de gestão de competências, gestão estratégica de pessoas, avaliação de desempenho organizacional e gestão internacional. E-mail: [e-mail] Endereço: R. Nunes Machado, 2431, Parolin, Curitiba – PR, 80220-070.

Maria Tereza Leme Fleury

Professora titular da FEA-USP. Doutora em Sociologia pela FFLCH-USP. Interesses de pesquisa nas áreas de gestão de competências, cultura organizacional e gestão internacional. Email: mtfl [e-mail] End: Av. Prof Luciano Gualberto, 908, Cidade Universitária, São Paulo–SP, 05508-900.

John Mills

Senior Research Fellow. Centre for Strategy & Performance, Institute for Manufacturing – University of Cambridge. Interesse de pesquisa nas áreas de competências organizacionais, avaliação de desempenho organizacional e administração da produção. E-mail: [e-mail] Endereço: Institute for Manufacturing, Department of Engineering, University of Cambridge, Mill Lane – UK, CB2 1RX.

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Datas de Publicação

• Publicação nesta coleção
  03 Fev 2011
• Data do Fascículo
  Dez 2006

Histórico

• Aceito
  18 Abr 2006
• Recebido
  27 Set 2004