Influência da avaliação de desempenho formal e seus mecanismos na confiança interpessoal entre gestores: justiça processual e qualidade do feedback percebidos

Beuren, Ilse Maria; Eggert, Neusa Sawczuk von; Santos, Edicreia Andrade dos

doi:10.1590/1984-9270926

Cited by 5 publications

(11 citation statements)

References 34 publications

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“…Since this process is always regulated by a legal device or a standardized evaluation practice, the methodology employed plays a significant role in the evaluation process. It can significantly influence how employees view this process (DeNisi and Smith, 2014;Beuren et al, 2020;Van Dijk and Schodl, 2015;Peiperl, 2001).…”

Section: Exploratory Factor Analysis-efamentioning

confidence: 99%

“…Feedback is one of the most sensitive points in any evaluation because, without it, it is impossible for the evaluated to understand the points in which they are failing and how to improve them (Ikramullah et al, 2016). Feedback gives meaning to the process and ensures feedback for the IPA process (Beuren et al, 2020;Van Dijk and Schodl, 2015;Peiperl, 2001;Alves et al, 2017).…”

Section: Exploratory Factor Analysis-efamentioning

confidence: 99%

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Development of scale and model for evaluating the individual performance appraisals—Process in public management

Bezerra,

Oriol,

Brauer

2024

Hum. Resour. Manag. Serv.

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<p>The need for strategic alignment within HR management increased managers’ concern about individual behavior and how this behavior was related to the achievement of goals. In public management, effectively managing employees’ performance has been necessary since Weber’s bureaucratic administration. The individual performance appraisal is the right tool to assess employees’ competencies. Thus, we proposed the following research question: Which factors, as pointed out by theory, have the most significant influence on the individual performance appraisal process? The quantitative method was applied to answer this question, developing and testing a scale via EFA and a hypothetical model via SEM-CB. The results indicated a scale with 25 items able to access the main points of the IPA process and a hypothetical model with 7 constructs that indicate the influence on employee engagement. The main finding is the significant influence of feedback on the whole process. The main theoretical contribution was the construction of the MIPAS scale, and the practical contribution was to identify the points where managers should focus on improving the IPA process with their subordinates.<strong></strong></p>

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Section: Exploratory Factor Analysis-efamentioning

confidence: 99%

Section: Exploratory Factor Analysis-efamentioning

confidence: 99%

Development of scale and model for evaluating the individual performance appraisals—Process in public management

Bezerra,

Oriol,

Brauer

2024

Hum. Resour. Manag. Serv.

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“…According to Woods (2012, p. 403), "the objective measure exists as a quantity in and of itself; in contrast, subjective measurements are based on attitudes, beliefs, and perceptions. " Therefore, objective performance evaluation does not depend on the person performing it; the second (subjective) aspect involves a certain level of discretion and judgment in the evaluation process (Beuren, Von Eggert, & Santos, 2020;Moers, 2005).…”

Section: Performance Evaluationmentioning

confidence: 99%

“…First, concerning the interdependence between subjective assessment and objective performance evaluation, both are identified as focusing on aspects and hierarchical levels differently. Subjective performance evaluation occurs at the individual level and is based on attributes related to essential and functional competencies that have different views according to hierarchical levels (Beuren et al, 2020;Moers, 2005). Thus, the levels are characterized as behavioral evidence: directors, managers, and analysts; each has different responsibilities and needs to exercise specific behavior.…”

Section: Interdependence Between Gainsharing and Performance Evaluationmentioning

confidence: 99%

Exploring the interdependence between gainsharing and performance evaluation in a credit union,

Silva

Mucci

et al. 2021

Rev. contab. finanç.

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This study aims to investigate the interdependence between gainsharing and performance evaluation (objective and subjective) in a credit union. There is a recent debate on the interdependence between management control practices, which emerges from the discussion of control packages or systems. This study delves into this discussion by investigating the complementarity between gainsharing (group incentive modality) and performance evaluation in a credit union context, given the need for qualitative empirical studies on this phenomenon. This study is considered relevant because the joint use of management control practices can allow organizations to effectively mitigate control problems such as lack of direction, motivation, and competence. This research promotes insights into management control practices’ operation - given the discussion of complementarity between gainsharing, which is not a prevalent incentive system in most organizations - and objective and subjective performance evaluation. The methodology consists of a qualitative field study in a credit union using data collection, interviews, and access to documents analyzed using an interpretive approach. This research presents evidence on the phenomenon of interdependence between management control practices, adding to the literature by addressing different forms of complementarity between a group incentive system in the form of gainsharing and performance evaluation. It became evident that gainsharing reinforces the objective performance evaluation process by mitigating motivation and direction problems, while the subjective performance evaluation compensates the objective performance evaluation by shifting the focus of the evaluation to the individual's skills.

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“…Studies such as the one by Ceribelli, Pereira and Rocha (2019) demonstrate that even in organizations considered a reference in the country to work for, there is resistance on the part of employees in relation to performance evaluation, which is perceived in a negative, punitive way and that results in dismissals. Perceptions of fairness and the developmental character of performance evaluation contribute to the individual's sense of value and belonging, and consequently provide social interactions that can improve productivity (MENDONÇA; TAMAYO, 2004;RIBEIRO;SILVA, 2019;VON EGGERT;SANTOS, 2020).…”

Section: Introductionmentioning

confidence: 99%

Performance Evaluation Under the Perspective of Coherence and Fairness Perceptions

Rêgo¹,

Madalozzo²

2023

JHSR

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In the current work context, with great competitiveness and constant changes, performance evaluation is a strategic tool for promoting productivity and developing worker skills. This way, performance evaluation can be considered a social phenomenon and can influence behavior. However, some factors present in performance evaluation can distance practice from theory, compromise or even invalidate the evaluation process, in addition to increasing dissatisfaction among those involved. Thus, studies become important that allow a deeper understanding of subjective influences present in the performance evaluation stages, such as the sense of justice and coherence perceived throughout the process. In order to contribute to the theme, this study aims to put performance evaluation in perspective from the perspective of the sense of justice and coherence perceived by the individuals participating in the process, through an integrative review carried out with the CAPES journal base. For the research, the descriptors "performance evaluation" and "coherence" and "performance evaluation" and "sense of justice" were used. In total, five articles were selected for analysis. Although not standardized, an alignment of concepts was observed: 'performance evaluation' understood as a formal management system that makes it possible to both evaluate the fulfillment of the objectives/goals established by the organization, and the development of skills and abilities necessary for the job; 'sense of justice' , referred to as a principle of moral and psychological construction, whose feelings, conduct and attitudes are permeated by the proposition of justice in which people start from the same original position of freedom and equity; and 'coherence' , understood as a proximity between the ideal, the real and the perceived. The articles analyzed also showed that, although the topic of performance evaluation has been studied for a long time, it is still controversial and presents practical difficulties in organizational management, evidenced in the psychological aspect that guides work processes. The research also confirmed the importance of the perception of coherence and the sense of justice for the legitimacy of the performance evaluation process.

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Influência da avaliação de desempenho formal e seus mecanismos na confiança interpessoal entre gestores: justiça processual e qualidade do feedback percebidos

Cited by 5 publications

References 34 publications

Development of scale and model for evaluating the individual performance appraisals—Process in public management

Development of scale and model for evaluating the individual performance appraisals—Process in public management

Exploring the interdependence between gainsharing and performance evaluation in a credit union,

Performance Evaluation Under the Perspective of Coherence and Fairness Perceptions

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