Avaliação de desempenho individual como ferramenta de desenvolvimento de pessoal: estudo de caso na Fiocruz

• Ano de defesa: 2016
• Autor(a) principal: Moraes, Daniela Cerqueira
• Orientador(a): Lima, Rivaldo Sávio de Jesus
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Programa de Pós-Graduação: Pós-Graduação em Administração Pública
• Palavras-chave em Português: Administração pública; Recursos humanos; Administração de pessoal; Gestão de pessoas; Administração Pública Federal; Avaliação de desempenho individual; Desenvolvimento profissional; Fundação Oswaldo Cruz (Fiocruz)
• Palavras-chave em Inglês: People management; Federal Public Administration; Individual performance evaluation; Professional development
• Área do conhecimento CNPq: CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO::ADMINISTRACAO PUBLICA
• Link de acesso: http://ri.ufs.br/jspui/handle/riufs/11977

The research approaches the use of individual performance evaluation as a tool to promote the professional development of federal employee in FIOCRUZ, on context that the major of public organizations use this evaluation only for compliance with legal requirements. The theoric basement reviewed the historical formation of the management models in Brazilian State and its influence over the evolution of people management models and performance evaluation in the federal public administration. Starting from the model of Strategic Management of People in the Federal Public Administration proposed by authors as Longo (2007), Becker et al (2001), Camões et al (2014), Bergue (2014) and Dutra (2014). Thrown this analytics referrals, we developed a study of case aiming to analyze the processes of performance evaluation and development, to build diagnostic about the executions of this processes and to propose an action plan in a way that the individual performance evaluation of FIOCRUZ be used as a tool to provide the development of its employees. Using the exploratory research, data were collected through participant observation, institutional documents and semi-structured interviews. The results reveal that even with the institution executing the process of performance evaluation for more than fifteen years, the model still shows limitations the jeopardize the equivalence of results to organizational reality, preventing its use as input form workforce development. Disengaging the monthly income from evaluation process, synchronizing the evaluation cycle with the budget programming, improving the management information system and to awareness the evaluated employees and leaders was some the options shown to change the focus of the process of results to professional development.