Contribuições da teoria dos jogos à gestão de desempenho: estudo de múltiplos casos com líderes da indústria

• Ano de defesa: 2013
• Autor(a) principal: Graminho, Juliana de Moura Jorge
• Orientador(a): Amorim, Maria Cristina Sanches
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Pontifícia Universidade Católica de São Paulo
• Programa de Pós-Graduação: Programa de Estudos Pós-Graduados em Administração
• Departamento: Faculdade de Economia, Administração, Contábeis e Atuariais
• País: BR
• Palavras-chave em Português: Teoria dos jogos; Relação empregador-empregado; Cooperação-competição; Gestão de desempenho; Reciprocidade; Escolha racional; Dilema do prisioneiro; Recompensa
• Palavras-chave em Inglês: Game theory; Employer-employee relationship; Cooperation-competition; Performance management; Reciprocity; Reward
• Área do conhecimento CNPq: CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO
• Link de acesso: https://tede2.pucsp.br/handle/handle/1088

Ties and cooperation between employer and employee has been hurt by the current environment that emphasizes short term predominantly. Thus, to influence coopera-tion and, therefore, to get engagement and high performance from employees has been a major challenge for employers and leaders in companies. In this sense, this dissertation aims to investigate cooperatives and/or deserters (non-cooperative) de-cisions regarding to the binomial reward-performance between employee and em-ployer, within the organizational context, through Game Theory applied to a study of multiple cases, in an adapted version of the Prisoner's Dilemma. The survey, con-ducted with ten employees of an industry, showed that over the last seven years there was no complete congruence and reciprocity between performance delivered by the employee to the employer and the reward given by the employer to the em-ployee. These results reinforce the premise that not all decisions regarding the re-ward and performance take into account past decisions and no seek to maximize results. Consequently, high performance is not reinforced and perpetuated, and in the same way the poor performance finds conditions for spreading. Finally, these re-search findings allowed reflect on what policies and practices can be adopted to achieve cooperation, engagement, high performance and a best collective result