Mudança organizacional em empresas híbridas2: análise das respostas individuais de trabalhadores à implantação da avaliação de desempenho

• Ano de defesa: 2017
• Autor(a) principal: Camila Amaro Quintas
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Federal de Minas Gerais; UFMG
• Palavras-chave em Português: Mudança organizacional; Respostas individuais à mudança; Avaliação de desempenho; Antecedentes à mudança; Administração
• Link de acesso: http://hdl.handle.net/1843/BUOS-AZNP7T

This dissertation addresses the theme of organizational change in hybrid companies and aims to understand the relationship between the antecedents to change and the individual responses of the workers of hybrid companies belonging to the S system in Brazil. The present work comprises an exploration research of quantitative nature by means of a survey. The research was carried out in two hybrid organizations located in the southeastern region of Brazil. A total of 386 standardized questionnaires were applied by means of Google Forms. The analysis methods used included a descriptive analysis of the levels of cooperation or resistance to change and the individual responses of the workers submitted to the implementation of performance evaluation in relation to the cognitive, emotional and behavioral dimensions; a correlation analysis was also performed, in addition to the validation of the measurement model. Besides, the analysis of the structural model was carried out by testing the hypotheses. The results suggest that the resistance of the work group during the implementation of performance evaluation impacts the attitudes of employees but it is not able to influence their thoughts and beliefs. On the other hand, the perception of a possible threat to the social life that the implementation of AD may represent is not capable of affecting the behavior or the cognitition of the workers. In turn, not only the respondents prior decision about the change project to be implemented but also the previous experiences of respondents with change processes impacted individual responses on both cognitive and behavioral dimensions. Finally, it was verified that the consistency perceived by the individual throughout processes of organizational change is able to significantly influence ones cognitive response, but the same fact does not apply to ones behavioral response.