A (Ir)racionalidade na Decisão de Selecção de Pessoal

Teresa Proença ¹

 

Resumo: Este artigo apresenta uma reflexão conceptual sobre o processo de selecção de pessoal, centrando­‑se nos elementos irracionais que lhe estão subjacentes. Argumenta­‑se que o tradicional modelo normativo­‑preditivo de selecção de pessoal, assente numa racionalidade positivista visando a decisão óptima, traduzido pela escolha da “pessoa certa para o lugar certo”, não é suficiente para compreender o modo como este processo decorre. Os desafios a este modelo relacionam­‑se com a crescente complexidade das características do trabalho, bem como com as lógicas cognitivas mobilizadas, que tornam a decisão mais incerta e complexa. Propõe­‑se um modelo baseado numa racionalidade de acção e fazendo uso de lógicas implícitas ou intuitivas, como alternativa à compreensão do processo de selecção de pessoal.

Palavras­‑chave: selecção de pessoal, irracionalidade, acção, intuição.

 

 

The (ir)rationality of the personnel selection decision­‑making process

Abstract: This paper examines personnel selection’s practices and process, focusing on their somehow irrational elements. We argue that the traditional model in personnel selection, based upon normative and predictive assumptions in order to achieve the “one best” decision, is not enough to understand and describe personnel selection. The challenges to this model come from the growing complexity, unpredictability and ambiguity of the job demands, and of the cognitive processes used to make a decision. We propose a model based upon action rationality and an intuitive or implicit logic as an alternative approach to understand selection processes.

Key‑words: selection decision, irrationality, action, intuition.

 

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Full text only available in PDF format.

 

 

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¹ Faculdade de Economia da Universidade do Porto, Porto.