Desenvolvimento de competências para a transição de funcionários de nível operacional para gestão: um estudo em restaurantes de fast food de uma rede estruturada no Brasil

Abstract

This study is situated within the context of developing management competencies in structured fast food restaurant chains, using an interdisciplinary approach that encompasses organizational management, corporate education, people management, and processes for building and strengthening competencies. In this dynamic, competitive setting, managers play a key role in ensuring the social, operational, and financial performance of units. However, the transition of employees from frontline roles to management positions is a frequent challenge often carried out abruptly and without adequate preparation which can undermine organizational outcomes. The research is guided by the following question: how do fast food restaurants in a structured chain in Brazil foster competency development for employees transitioning from operational roles to management positions? The theoretical framework draws on the Bioecological Theory of Human Development (Bronfenbrenner, 2011), the competency-based approach (Durand, 1998), and contemporary contributions on people management (Dutra, 2019; Ávila and Stecca, 2015). The general objective was to understand how fast food restaurants in a structured chain in Brazil promote competency development for the transition from operational roles to management. The specific objectives are: (SO1) identify management competency needs; (SO2) analyze competency-building processes for the transition; and (SO3) propose a conceptual synthesis model of transition practices. The methodology is basic in nature, with a mixed (quantitative– qualitative), exploratory approach, using primary and secondary data and descriptive statistics. Results: the position-based competency matrix revealed gaps, including heterogeneous training coverage across profiles for communication/leadership; perceptions of longer preparation timelines regarding work organization; and the need to routinize feedback as a management practice. For (R2), internal promotion predominated in both roles, more strongly for the coordinator role. A conceptual synthesis model (R3) was consolidated, aligning readiness criteria, stages of initial and ongoing training, evaluation and feedback, and the distribution of responsibilities between the chain and store level. The model was derived.