This study is a reflectionon compensation and competences articulation analyzing an organizational model. The increased use of competencies' notion as reference for human resources management raises the interest in how it is applied to compensation processes considering the limitations of the traditional model of remuneration in a context of constant changes. A qualitative-descriptive research was carried on based upon semi-structured interviews as the basic method for data collection. The results indicate that compensation and competencies articulation occurs through performance evaluation and there are many contradictions between the conception of the model and its application paving the way for a discussion about the rhetoric and the reality of this practice. It also indicates the complexity and diversity of the variables involved in building a compensation model and its management.
Compensation; competences; performance; people management; organizations
