Gestão de desempenho como ferramenta de produtividade

Abstract

The present case study will address performance management as a productivity tool, addressing mechanistic management model x organic management model, human resources x human capital. The evolution of the mechanistic management (centralization of decisions, departmentalization, division of labor and specialization) for organic management (decentralization of decisions, multifunctional teams, integration and coordination) changes the employee's perception of the company, he visualizes himself with collaborator, and not an employee, an active part of the company's growth / development, not just passive order-fulfillment officer. The organic management makes clear to the employee what the company expects from him, what skills (technical and behavioral) are necessary for his development along with the organization. An analogy in mechanistic management is that employees would be like cogs in a production process, and should one of these parts break, the end result will be compromised, unless someone outside the process repairs or exchanges the "defective" . Already an organic management, all the members have general knowledge of the productive process, they are not necessarily specialists, but the team spirit prevails with focus in obtaining the result based on the strategic planning of the organization. Another characteristic of organic management is the high degree of flexibility and ability to continue the process, in case there is loss of one of the members or external changes to the process.