| dc.description.abstract | The present work sought to analyze the application process of the current performance appraisal model adopted by BP from the perception of Service Managers in Rio Grande do Sul (RS), identifying weaknesses and suggesting improvements. BP is characterized by being a Brazilian public bank, inserted in a highly competitive and constantly evolving market, where the need to adapt to technological changes and consumer behavior is constant. Therefore, people management becomes strategic for the company, with performance appraisal being one of the most critical processes, especially with the adoption of remote work by most employees after the Covid-19 pandemic. For this analysis, qualitative exploratory research was carried out, through individual in-depth interviews, with a semi-structured approach, through the application of Basic Question Guidelines with eight BP Service Managers. From the application of Content Analysis techniques, the main weaknesses in the application of the model proposed by the BP were identified: lack of clarity, the subjectivity in the process, the need to adapt the model to the current context, the broadening of the focus on results and the need for consequences arising from the evaluation result. Finally, from the identification of the difficulties and opportunities for improvement, a new performance evaluation model is proposed for the context studied, bringing more objectivity and simplicity to the process, as well as greater emphasis on the result. | en |
