Organizational management model for strengthening the job performance of human talent in a Venezuelan food company: a hermeneutic-phenomenological study

Abstract

Introduction: When a company lacks an explicit management model, its organizational philosophy, human talent practices and job performance tend to operate separately. The problem is sharper in unstable economies such as Venezuela. The aim was to identify the elements that an organizational management model should include to strengthen the job performance of human talent in a Venezuelan food company. Methods: Qualitative, interpretive study using a hermeneutic-phenomenological method in a food company in Aragua State. Three purposively selected managers were interviewed in depth, and participant observation was conducted. Data were categorized, structured, contrasted with theory and triangulated. Results: Three categories emerged: competency-based hiring policies; staff training and updating; and performance, motivation and professional growth. Written job profiles exist, but two informants reported that they are not always applied in hiring. Training was perceived differently depending on the informant's position, and all three called for continuous evaluation, feedback and non-monetary recognition. Conclusions: The proposed model is built on a documented organizational philosophy and has four dimensions: competency-based hiring, continuous training, performance management, and motivation and labor relations. Leadership and communication cut across all four. The model is reviewed annually, with quarterly follow-up.