A participação dos recursos humanos no processo de reestruturação (mudanças) das Alfândegas: o caso da Alfândega de Maputo

Abstract

The theme developed here fits in the philosophy of thought defended by the theorists of organizational change who emphasize that the change depends in part of the participation of the human resources, and that for that it is necessary the communication. This study aims to analyze how communication was fluid in terms of human resources so that their participation in the restructuring process was effective. The work starts from the starting hypothesis that the communication mechanisms negatively influence the participation of human resources in the restructuring process. The adopted methodology favored bibliographic research taking into account the theoretical basis for supporting the hypothesis and, the fieldwork with a view to collecting data (secondary documents, participant observation and semi-structured interviews). In the qualitative analysis of the results, we chose two theoretical models. First, Organizational Development (DO), which advocates that organizational change should be introduced in a moderate way, without the need to purposely threaten the organization, states that it is necessary to give people a chance to understand and participate in the process of innovating; Second, Reengineering that advocates the opposite, showing that change must be introduced in a drastic, radical way. The radical change is threatening. The introduction of the radical novelty requires more attention to the political context, to the new forms of articulation and aggregation of interests. People need to be prepared to live in a changing environment. During the survey, it was found that a large number of respondents do not have information about the guidelines that guided the restructuring process, thus contradicting the position taken by the administration of the Technical Customs Restructuring Unit (UTRA), who said that human resources they were aware of the reasons and objectives that are sought with the process. This finding led us to verify our hypothesis and confirm that, in fact, the media, in the process of change, negatively influence the participation of human resources. As a way of helping to solve the problem, we put forward the following proposals: the need for Customs administration to privilege not only non-verbal communication, but also verbal communication, in addition to other communication channels in order to verify the effectiveness in communication. That is, not to be limited only to service orders, announcements, circulars and others, but also to encourage face-to-face, two-way communication (down and up). There is a need for debate, access to information, and the creation of offices to support and clarify human resources regarding possible doubts related to restructuring, since only with this availability is the participation of human resources and the achievement of objectives traces can be considered as taken for granted, if there are no forces external to the organization to rule in the opposite direction.