A educação corporativa no desenvolvimento da carreira profissional em uma empresa pública: o caso da UNICORREIOS, na Diretória Regional do Rio Grande do Norte

Abstract

This work analyzed the management of people, from a strategic point of view, observing the influence of Corporate Education, applied by UNICORREIOS, in the development of the professional career of the employees of the Brazilian Postal and Telegraph Company - ECT. The study was based on the theoretical reference of People Management, using as evaluation anchor the system of career management proposed by Dutra (1996). This is a descriptive, case-study-type research with a quantitative and qualitative analysis approach. The study was conducted at the Regional Board of Rio Grande do Norte and was composed of 332 subjects, divided into 3 groups (Managers, Facilitators and Employees). The primary data were collected through semi-structured interviews with the groups of managers and facilitators, as well as the use of a questionnaire with a Likert scale applied to the group of employees. The qualitative data analysis approach was performed through documentary analysis and content analysis (BARDIN, 2011), while the treatment of quantitative data was performed using descriptive statistics, using the Spearman correlation coefficient. The research identified a strong integration between the Corporate Education System and the strategic objectives of ECT. The results show that there is a moderate influence between the Corporate Education offered by UNICORREIOS and the development of the professional career, especially regarding the variables development momentum and frequency of employee participation. The indicators still suggest a strong relationship between the variables, accumulation of career capital and the perception of rewards. However, it was verified that, from the employees' point of view, the relationship between their participation in the Corporate Education System and the possibility of rewards arising from this participation, even if successful, is not totally clear.