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A avaliação de desempenho dos trabalhadores é considerada uma ferramenta estratégica fundamental na Gestão de Recursos Humanos de qualquer organização e tem como principal finalidade, evidenciar os pontos fortes e fracos de cada trabalhador, permitindo assim melhorar os processos organizacionais através do capital humano.
Na Administração Pública é aplicado um sistema próprio de avaliação dos trabalhadores, denominado por Sistema Integrado de Avaliação de Desempenho da Administração Pública – SIADAP 3. Este sistema de avaliação desde a sua aplicação tem sido bastante controverso, gerando ao longo dos anos diversos debates, especialmente no que concerne ao estabelecimento de quotas de desempenho para as menções mais elevadas que visam, pretensamente, premiar os melhores, mas que podem limitar essa mesma avaliação a outros trabalhadores, que por mérito próprio, também atingiram resultados de excelência, contribuindo assim para uma cultura organizacional baseada em perceções subjetivas, em vez de incentivar a melhoria contínua do serviço público, para além de gerar um ambiente de competitividade prejudicial, de conflito e desmotivação entre os trabalhadores.
A fixação de percentagens de mérito é uma medida que pode penalizar trabalhadores altamente qualificados e competentes, pondo em causa a sua motivação e o seu próprio empenho com o serviço, para além de potenciar que futuros “talentos” possam, pelo sentimento de injustiça e falta de reconhecimento formal do seu desempenho, promover a sua saída para outras organizações, inclusive para o setor privado, onde poderão encontrar melhores oportunidades de valorização e, consequentemente, de progressão na carreira.
Employees performance evaluation is regarded as a fundamental strategic tool in the Human Resource Management of an organization. Its primary purpose is to highlight the strengths and weaknesses of each employee, thereby improving organizational processes through human capital. In the Public Administration, a workers specific evaluation system is applied, called the Integrated System of Performance Evaluation of Public Administration – SIADAP 3. This evaluation system has been quite controversial since its implementation, generating several debates over the years, especially regarding the establishment of performance quotas for the highest mentions that aim, allegedly, to reward the best, but which may limit this same evaluation to other workers, who on their own merit, have also achieved results of excellence, thus contributing to an organizational culture based on subjective perceptions, instead of encouraging the continuous improvement of the public service, in addition to generating an environment of harmful competitiveness, conflict and demotivation among workers. The setting of merit percentages is a measure that can penalize highly qualified and competent workers, jeopardizing their motivation and their own commitment to the service, in addition to enhancing that future "talents" may, due to the feeling of injustice and lack of formal recognition of their performance, promote their departure to other organizations, including the private sector, where they will be able to find better opportunities for appreciation and, consequently, career progression.
Employees performance evaluation is regarded as a fundamental strategic tool in the Human Resource Management of an organization. Its primary purpose is to highlight the strengths and weaknesses of each employee, thereby improving organizational processes through human capital. In the Public Administration, a workers specific evaluation system is applied, called the Integrated System of Performance Evaluation of Public Administration – SIADAP 3. This evaluation system has been quite controversial since its implementation, generating several debates over the years, especially regarding the establishment of performance quotas for the highest mentions that aim, allegedly, to reward the best, but which may limit this same evaluation to other workers, who on their own merit, have also achieved results of excellence, thus contributing to an organizational culture based on subjective perceptions, instead of encouraging the continuous improvement of the public service, in addition to generating an environment of harmful competitiveness, conflict and demotivation among workers. The setting of merit percentages is a measure that can penalize highly qualified and competent workers, jeopardizing their motivation and their own commitment to the service, in addition to enhancing that future "talents" may, due to the feeling of injustice and lack of formal recognition of their performance, promote their departure to other organizations, including the private sector, where they will be able to find better opportunities for appreciation and, consequently, career progression.
Descrição
Tese de Mestrado em Gestão, apresentada à Univeisidade Aberta
Palavras-chave
Avaliação do desempenho Quotas Capital humano Motivação Talento Performance Evaluation Human capital Motivation Talent