Avaliação de desempenho : uma construção coletiva

Abstract

The primary objective of this study is to describe and analyze the collective construction of a participative performance evaluation method aligned with organizational strategies, taking into account the inherent challenges of this process. Typically centralized, performance evaluation processes can be directly linked to tangible incentives and outcomes, such as bonuses, promotions, and penalties. This context can intensify challenges in managing organizational intellectual capital and impact employees' perceptions of fairness and legitimacy in the process, as well as the relationship between leaders and subordinates. The research adopts a single-case study methodology, integrating bibliographic and documentary designs with a qualitative approach. Data collection was carried out through semi-structured interviews with ten organizational leaders. Subsequently, the collected data were analyzed in light of theoretical references and using content analysis techniques. The findings suggest that performance evaluation should be understood not only in its own cycle but also as a continuous tool for professional development. A well-structured and clearly communicated approach in this regard can enhance perceptions of fairness in the evaluation process, improve the leader-subordinate dynamic, and highlight crucial talents for effective knowledge management. The research generates a proposed workflow for the Performance Evaluation process, synthesizing the solution based on discoveries made during the study. This work fosters new possibilities for the effective integration of performance evaluation into organizational strategy, providing insights for leaders and Human Resources professionals.