This article aims to evaluate a people management model guided by the logic of the competencies, implemented ten years ago. The evaluation was based on the methodological premises of validation and legitimation of competence management models proposed by Markus, Cooper-Thomas and Alpress (2005). The categories considered were: constitutive definition, construct validity (content validity, face validity and reliability) and predictive validity. The research strategy was the descriptive case study, in which the information has been consolidated through the triangulation of the data acquired from documents, reports and interviews. There have been done twenty nine interviews with people identified as essential sources for the research, as such the project consultant, employees, managers, directors and the CEO of the company. It has been founded low consistence with respect to the accomplishment of the validation requirements. The results showed that the model analyzed presents operational problems, problems related to the comprehension of meanings and problems related to the organization, management and fulfillment of premises. In sum, the evaluation process has demonstrated weaknesses of the researched model related to the conceptual alignment, reach of the proposed objectives and guidance for the verification of the predictive validity. It has also been observed low credibility of the model for guiding hires, promotions, remunerations and development. The present study has showed that the evaluation of competence models through validation criterions promotes the approximation of premises, actions and results.
Management model; People management; Competence management; Competence model; Validation process
