Fatores que Influenciam a transferência do treinamento gerencial na Receita Federal do Brasil: uma possível análise

Abstract

This study was guided by the question "How can management training be planned and conducted in order to transfer these training to the workplace? To answer this question, the general objective was to develop recommendations for management training in the RFB, and the specific objectives were (1) to construct a theoretical-practical framework concerning the dimensions that broaden the understanding of the management training transference phenomenon, (2) to analyze the influence of these dimensions on the transference or non-transference of management training, and (3) to characterize the dimensions that positively influenced the management training’s transference in the RFB. The theoretical basis for the study consisted of research that (1) characterized managerial learning and that (2) identified the variables that predict transfer of training to the job. As main results, in the Inputs component, it was found that the transfer of managerial training may require a behavioral change that may be facilitated or hindered by the degree of effort involved in applying the CHAs; that the motivation to learn represents the element that drives managers to participate in managerial training, therefore, when absent, it makes it difficult for those individuals to get to the trainings, making the acquisition and subsequent transfer of learning impossible and that the perceived usefulness of the training represented an indispensable condition for the transfer of managerial training, since its absence was the reason for non-transfer of half of the cases of training whose transfer did not occur - however, the absence of perceived usefulness was determined more by the characteristics of the clientele and their work contexts, than by the training courses themselves. In the Procedures component, the characteristics of the instructor and the pedagogical activities that presented the greatest potential for contributing to the transfer of management training were identified, with emphasis on informal learning practices. In the Environment/Support component, it was identified that the expectation of the psychosocial support lack from peers and supervisors represents a discouraging factor for the transference of management training, and that, besides the superiors training for the provision of psychosocial support, there is a need for the "bosses' bosses" to also develop management competencies. Finally, in the Environment/Needs component, it was pointed out the need to organize the offer of management training in a learning track that develops certain criteria. As a product of the analyses carried out, Recommendations for the Development of Management Training at RFB were developed and, as a suggestion for future studies in the agency, the investigation of variables such as motivation to learn, reputation of managerial training, psychosocial support, adequacy of the dissemination of training and effectiveness of the Competence Diagnosis for the identification of training needs in managerial competencies are included.