Valores organizacionais e pessoais em ambiente de mudança: um estudo de caso em uma unidade de uma multinacional

Abstract

This study was conducted with the aim of verifying the configuration of personal and organizational values in the course of implementing an organizational change process in a plant of a multinational organization, located in Varginha - MG. It was assumed the perspective of the functionalist paradigm for the study of organizational culture by which the company has a culture that can be modified and managed by organizational managers. We used the theoretical assumptions of the circular structure of the motivational types of personal values (SCHWARTZ, 1992) and the inventory profiles of organizational values (OLIVEIRA; TAMAYO, 2004). The values that make up the organizational scope were examined using documentary research and interviews,. The methodology drew upon a qualitative approach, using the case study method. After investigating the mission, vision and corporate strategy as well as the fundamental characteristics of organizational change program of the company, interviews were conducted with the manager responsible for coordinating the program and twenty-eight organizational members, divided into two groups: fourteen members of the administrative sector and fourteen members of the productive sector. All interviews were submitted to content analysis. The interviews conducted with the two groups of employees were analyzed by the laddering technique. Thirty-four elements, attributes, consequences and values, were identified. The relations between them, determined by the scales / ladders perception of each respondent, gave rise to an Implication Matrix and a Hierarchal Value Map. The results indicate the prominence of the organizational values profiles Domain, Prestige, Performance and Autonomy, focused on the dimensions of Openness to change and Self-promotion. The personal values contemplated by the motivational types were Self-direction, Hedonism, Achievement, Security and Benevolence, covering all dimensions proposed by Schwartz (1992), namely Openness to change, Self-enhancement, Conservation and Self-transcendence.