PERFORMANCE APPRAISAL: A CRITICAL LOOK AT EMPLOYEE EXPERIENCES – A FIELD RESEARCH

Abstract

Performance appraisal methods are widely considered essential for good organizational management, whether through traditional annual appraisals or through more dynamic, real-time appraisal systems. However, despite substantial progress, there are still significant gaps, such as underestimating the context in which performance appraisal is carried out and a lack of understanding about how organizational culture and social factors affect appraisal decisions. The general objective of this study was to investigate the contribution of employee perceptions to the improvement of the organization's performance evaluation system. The research brings to academia a critical view of performance management practice, assessing how companies may, in some cases, not achieve the intended results. Initially, a narrative literature review was used in order to present current information on the subject and emphasize the gaps in the studies. The study included the participation of 130 employees of companies located in Rio de Janeiro. Based on the responses, it was concluded that organizations need to reconsider the fundamental value of regular employee performance reviews. The results suggest the need to bridge the gap between theory and practice, encouraging greater collaboration between researchers and practitioners to better understand behavior in organizations.