Representações sociais do desempenho profissional no contexto de uma organização orientada com o Balanced Scorecard

Abstract

Resumo: sem resumo

Abstract: This study presents the social representations of the professional performance in Balanced Scorecard-managed context of an organization. The representational picture provides information on strategic action for the Human Resources departments in organizations which use the Balanced Scorecard for the professional performance management. An exploratory research with a qualitative focus was conducted from a unique case study with interviews with nine executives of a real organization. The collective subject speech assigns the responsibility for the performance to both the individual and organization. Personal responsibility lays on a) the personal identity in which one's personal characteristics, profile and capability manifest, b) the behavior an individual presents when acting upon his or her obligations, demonstrated by his/her motivation, attitudes and habilities and c) the personal goals the professional aims to achieve. The organizational responsibility lays on: a) the organizational identity where resources are allocated and the environment in which an individual shall act is enabled, b) the management systems which direct, align and control the performance, and c) the organizational achievements, expressed in its goals and objectives. The perceptions of the organizational context directed by the Balanced Scorecardshow the influence of this tool has over the alignment, directing and control of the professional performance. This influence reconciles organization's goals with those of the stakeholders. We concluded that social representations lead to a three-phased performance: first, conditions are defined for the professional to develop; second, demonstrates the behavior which qualifies the performance; and third, which quantifies the performance, according to results obtained. The social representations alert for the risks of cognitive dissonance regarding performance when results are pursued to the detriment of strategic objectives. This results in management's necessity of behavior indicators that are aligned to business indicators.