Companies are increasingly involved in a continuous improvement system, highlighting the need to guarantee their customers the quality of the products and services offered. To this end, they seek to implement significant changes to prove it. Organizations are investing daily in Quality Management Systems to achieve greater organizational control, attract new customers, and improve their performance and relationships with suppliers. This study aims to verify the influence of people's engagement on the perception of organizational management systems, according to the Job-Demands Resources model, in companies in the oil and gas segment that have opted to have their management systems certified by the API (American Petroleum Institute). The research used a triangulation of data collection and analysis techniques to provide an attentive view of subjective aspects, focusing on observing the involvement of managers and employees, the adoption of good practices, and critical success factors for implementing the Quality Management System (QMS). The field research carried out in three companies in Macaé, Rio de Janeiro State, showed that some problems occurred during the QMS implementation, such as low employee involvement, the need for constant support and feedback through continuous communications, and difficulty concentrating and prioritizing activities on the part of employees, as well as the need for training and a larger workforce; there were also reports of resistance to change. However, the certification implementation and employee engagement positively impacted all the organizations interviewed, contributing to a broad internal improvement, increased customer satisfaction, a perception of a good reputation, efficient supplier relations, and greater process control and productivity. By analyzing the engagement and consequences of certifications, this study aims to contribute to understanding the relevance of these processes, providing a broader view of the perception of organizational management systems in the oil and gas industry.
Keywords: Engagement; Perception; Management Systems.