Competências profissionais em uma cooperativa de crédito: um estudo de caso na perspectiva dos conhecimentos, habilidades e atitudes requeridos da equipe de gestão

Abstract

This investigation examines the challenges and perspectives of management in credit cooperatives, focusing on the evaluation of leadership competencies, resources, strategic decisions, and managerial adaptation, utilising the definition of competency and emphasising the importance of knowledge, skills, and attitudes. The primary objective is to analyse the cooperative's satisfaction with the performance of its management team, considering knowledge, skills, and attitudes. The specific objectives include describing essential knowledge, identifying key skills, assessing valued attitudes, and proposing strategies to enhance team performance. This research employs an applied, descriptive, and quantitative methodology, using a case study of the Sicoob MaxiCrédito credit cooperative. Data were collected through a questionnaire administered to 49 managers, and the collected data were analysed to evaluate the cooperative's satisfaction with the required competencies. The research findings indicate that strategic planning and people management are critical areas needing substantial improvement, as these exhibit the greatest discrepancies between the attributed importance and observed performance. The study reveals a significant need for training and development to align employees' knowledge levels with the organisation's expectations, particularly in areas such as decision-making and financial products, where notable discrepancies were also identified. Although skills show a smaller difference between importance and satisfaction compared to knowledge, there is still a clear need for improvement. The area of economics also requires enhancement, despite the less pronounced difference. Employees' attitudes are more aligned with expectations, though there remains a small margin for improvement. Consequently, it is recommended to invest in capacity building, personnel development, better management practices, and financial product innovation to optimise performance and better meet the needs of members while promoting an organisational culture that values positive attitudes.