AVALIAÇÃO DE DESEMPENHO COMO INSTRUMENTO DE GESTÃO EM UMA EMPRESA FAMILIAR

Abstract

Evaluation of performance is the theme of this research, which aimed at investigating how a Family Business uses the system of evaluation of performance in the administration of people. The research focused on the system of evaluation of performance as a method for administering people in a family business, in an attempt to put this practice into context, verify how the culture of a family business interferes with the system of evaluation of performance and to gather data about the impact of the results coming from the evaluation of performance in the policies of Human Resources. It is an exploratory and descriptive case study that used the analysis of documents and semi-structured interviews as instruments for collecting data. The interviews were carried out individually with fourteen people; four of the group being managers and directors and ten operational administrative workers from a private organization, with a family makeup, that deals with incorporation and construction, in the municipality of Goiania. The technique for analyzing the data was the graphic analysis of the speech by Lane (1985). Of the authors who provided the theoretical base for the present study Chua, Chrisman and Chang (2004) stand out for the concept of family business and Bernhoeft (1989) for characterizing this type of company, while in organizational culture, Schein s (1991) theoretical perspective was used and for evaluation of performance and administration of people, the studies of Lucena (1992), Gil (2001) and Ribeiro (2005). The analysis of the data gathered indicated that there are convergent points between the perceptions and the administration in relation to the evaluation of performance. As a common point, subjects from both groups perceive the control of production to be permeated by the dominant ideology, as a way of guaranteeing the permanence and competitiveness of the organization in the market. The points of divergence were that the managers and the directors on the one hand perceived the instrument as a possibility for professional development for the workers, as long as these meet the needs of the company, while the workers perceive it as a possibility for finding out which points need to be improved in order to guarantee a promotion or a raise. The results that were obtained suggest that the model of evaluation of performance used by the organization studied suffered alterations due to the difficulties that the directors had in relating the values of the organizational culture to the production rates. Therefore, the evaluation of performance was only used as an instrument of administering people while their results confirmed the practices and decisions relative to the policies of Human Resources. When it threatened to limit the protectionist practices, the data and the evaluation itself were discarded and a new model was sought. In this way it was clear that the evaluation of performance could be an administrative instrument, but subject to the support of the board of directors and to a limited use by policies and interests outside the technique. Through this research it could be seen that there is a program of evaluation of performance inside the company, which is adapted as a way of maintaining its existence, as a guiding document in order to define and implant polices for the administration of people. However, it was understood that the company does not use the information obtained in the evaluation of performance to direct its administrative practices.