Strategic human resource management in the Brazilian Federal Legislative: conditions for the implementation

Côrtes, Felipe Guimarães; Meneses, Pedro Paulo Murce

doi:10.1590/0034-761220180061x

Cited by 1 publication

(1 citation statement)

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“…Other models have also been developed, but with particular focuses, such as those that look at issues linked to autonomy in the employee IPA process (Kim and Holzer, 2014;Fernandez and Moldogaziev, 2012), the social and power propagation perspective involved in the IPA process (Granovetter, 1992;Pichler et al, 2008), or employee participation in goal setting (Roberts, 2003). Many other studies have pointed to critical issues related to the IPA process and should be considered in building a comprehensive and practical evaluation of this process (Côrtes and Meneses, 2019;Cropanzano et al, 2007;Feitosa and Lima, 2014;Fonseca and Menezes, 2016;Hartmann and Slapničar, 2012;Sánchez-Elvira, 2018).…”

Section: Theoretical Frameworkmentioning

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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<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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