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People management in a Brazilian public university: conflict within the management model change

In recent years, organisations within the public sector have experienced the need for transformations seeking effectiveness. In this sense, the aim of the present study was to examine an effort to implement changes in the people management model of a prestigious Brazilian public university. For this study, we adopted the method that comprises qualitative data triangulation, interviews and conclusions according to Becker et al. 2001. The results brought to evidence the pitfalls in implementing the change that ended up failing to materialise. They also brought to light the clash between two management models: the attempted one, which values competency in contrast with the earliest, which operates under the organisational culture of the public sector in Brazil, which is based on seniority and the wage curve flattening.