O caso trata das perdas simbólicas, vivenciadas pelos funcionários do Banco do Brasil, após a implantação de um plano de reestruturação, que teve como uma das principais ações a criação do primeiro plano de demissão voluntária [PDV]. Apresenta estudo que identifica a percepção que os funcionários tiveram das mudanças, enquanto perda ou ganho, em relação a três dimensões: Práticas de Recursos Humanos, Afiliação a Grupos e Pertinência à Empresa. Também identifica o estado de ânimo destes funcionários bem como a possível existência de sintomas somáticos no período subseqüente às mudanças. O caso apresenta uma fotografia sem retoques do estado psicológico de funcionários envolvidos em processos de mudança, e serve de subsídio para o desenvolvimento de programas de sensibilização para mudanças organizacionais. Tem os seguintes objetivos educacionais: 1. analisar aspectos psicossociais relacionados aos processos de mudança e à competitividade; 2. Propiciar aplicação da teoria à prática, solicitando que os alunos desenvolvam um programa de sensibilização para mudanças organizacionais.

The case deals with the symbolic losses experienced by Banco do Brasil employees after the implementation of a restructuring plan, of which one of the main actions was the creation of the first voluntary redundancy plan [VRP]. The study attempts to identify employees' perceptions as Loss or Gain, considering three dimensions: Human Resources Practices, Group Affiliation and Organizational Commitment, as well as employees' moods and the possible existence of somatic symptoms among them in the months leading up to the organizational changes. The case provides a real picture of employees' psychological states involved in change processes, and the research findings can serve as inputs for the development of motivational programs in organizations that are undergoing changes. The case has 2 objectives: 1. to analyze the psychosocial aspects related to organizational changes and competitiveness; 2. to require students to develop motivational programs for organizations that are undergoing changes, putting theory into practice.

This study discusses the perceived role of the Human Resource Management Department and its perceived capacity of outstanding performance by comparing data collected in Brazil and Peru from employees of large organizations as well as participants in MBA programs at renowned schools. The non-probabilistic sample was composed of 416 Brazilian and 90 Peruvian respondents. The results point out that both in Brazil and Peru, the relevance attached to the HRM Department role for contributing to the future success of organizations does not correspond to its current capacity of performance. As such, in these realities the HRM Department has not yet made the qualitative leap that would enable its strategic role in organizations