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Advisor(s)
Abstract(s)
O âmbito deste TFM surge de um pedido feito pela organização à investigadora. Dado almejarem a existência de processos com carácter mais estratégico, foi pedido que se estudasse como é avaliada a componente comportamental do desempenho dos chefes de máquina de impressão da F2. Esta investigação está subjacente à temática da importância da contextualização na gestão de desempenho.
Foi privilegiada a investigação do foro qualitativo, tendo-se seguido a metodologia de estudo de caso. Para a recolha de dados recorreu-se à análise documental, realizaram-se momentos de observação, e realizaram-se duas tipologias de entrevista, envolvendo tanto os colaboradores da função como a sua chefia e os seus subordinados. Para a análise de dados recorreu-se essencialmente à análise de conteúdo e à triangulação de dados.
Dos dados recolhidos foi possível aferir que na Amcor Flexibles Porto a avaliação de desempenho não está nem devidamente alinhada com os objetivos estratégicos da organização nem com o terreno. Verificou-se que para além de nem todos os valores e princípios estarem a ser difundidos através deste processo, existem também eventuais incoerências na medida em que a segurança, que se afigura a principal prioridade, tem a mesma ponderação que o resultado financeiro que é considerada a última prioridade. Em relação ao descritivo de funções constatou-se que este pode ser mais adequado às especificidades do terreno, nomeadamente poderá ser uma mais-valia a inclusão da dimensão de liderança.
Assim, a investigação conduzida sugere que o facto do sistema de gestão de desempenho não estar nem devidamente alinhado com a estratégia nem com as especificidades das funções poderá facilitar que o mesmo seja percecionado como uma formalidade burocrática e, mais ainda, poderá dificultar as dinâmicas organizacionais que visam a prossecução dos objetivos estratégicos da organização.
This thesis arises from a request made to the investigator by the organization. Due the fact that the organization wants to have human resources processes with real strategic impact, they asked for an analysis of the evaluation process of the behavioral component of performance of the F2 printing machine’s chiefs. This investigation is under the theme of the importance of contextualization in performance management. Qualitative investigation was the prime method used, following the case study guidelines. For data assessment through documental analysis, direct observation, and two types of interview were conducted, involving worker and also their leaders and subordinates. For the data analysis, content analysis and data triangulation were the main methods used. The collected data indicated that in AFP the performance evaluation doesn’t appear to be neither correctly aligned with the strategic goals of the organization nor with the functions. We verified that not all the values and principles were being broadcasted by this process and there were incoherencies, given that safety, which is considered the main priority, had the same weight in the system as the financial result, which is the last. The existing function descriptive also appears to be incomplete and it was noted that not all the function dimensions were used in the evaluation (for example, team leadership). Thereby, this investigation leads to the conclusion that, when the performance management system is not well aligned with the strategy and the field, it might be perceived as a bureaucratic formality with no strategic impact and, furthermore, it could delay the organization’s pursue of its strategic goals.
This thesis arises from a request made to the investigator by the organization. Due the fact that the organization wants to have human resources processes with real strategic impact, they asked for an analysis of the evaluation process of the behavioral component of performance of the F2 printing machine’s chiefs. This investigation is under the theme of the importance of contextualization in performance management. Qualitative investigation was the prime method used, following the case study guidelines. For data assessment through documental analysis, direct observation, and two types of interview were conducted, involving worker and also their leaders and subordinates. For the data analysis, content analysis and data triangulation were the main methods used. The collected data indicated that in AFP the performance evaluation doesn’t appear to be neither correctly aligned with the strategic goals of the organization nor with the functions. We verified that not all the values and principles were being broadcasted by this process and there were incoherencies, given that safety, which is considered the main priority, had the same weight in the system as the financial result, which is the last. The existing function descriptive also appears to be incomplete and it was noted that not all the function dimensions were used in the evaluation (for example, team leadership). Thereby, this investigation leads to the conclusion that, when the performance management system is not well aligned with the strategy and the field, it might be perceived as a bureaucratic formality with no strategic impact and, furthermore, it could delay the organization’s pursue of its strategic goals.
Description
Keywords
Gestão de desempenho Avaliação de desempenho Contextualização Estudo de caso Performance management Performance appraisal Contextualization Case study