Práticas de avaliação de desempenho e feedback: um estudo em cooperativas de crédito de Coronel Freitas/SC

Abstract

In the current context of society, people in organizations find it difficult to separate their personal problems from their work relationships, so they need attention, encouragement, explanation and motivation. In this view, the role of people management in the organization is important and acts as a set of policies and practices necessary to carry out the management aspects related to people and aims to contribute to the professional and personal development of the employee, understanding their needs and better exploit your full potential. Thus, with an emphasis on performance evaluation and feedback, this study consists of identifying and analyzing the performance evaluation processes adopted by two credit unions (Cooperativa A and Cooperativa B) located in the municipality of Coronel Freitas/SC, and understanding how they use the information obtained in the performance evaluations to get back to their employees in the most efficient way. For this, a mixed study was developed that includes quantitative and qualitative data. First, the interview took place with the leaders of these cooperatives. Then, the questionnaire was applied to the employees of the respective cooperatives. Analyzing their perceptions about the methods applied by each cooperative and their level of satisfaction. The specific objectives that guided this work were to characterize the credit unions, identify and describe the people management policies and strategies regarding the performance evaluation within the corporate environment of the interviewed cooperatives and verify, through a questionnaire and interview, the perception of the professionals who work in these cooperatives about the practices, possibilities and limitations of performance evaluation and feedback methods. In this way, it was observed through the interviews that the two researched cooperatives work the performance evaluation and feedback processes in a different way. One uses a platform to assess employee performance and seeks standardization in the feedback period. The other cooperative uses a simple and informal method, without a specific tool for this type of evaluation.