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Performance Evaluation: objectives, methods, advantages and disadvantages.

A broader concept than performance evaluation is performance management, which is

currently presents itself as the most comprehensive model for monitoring performance of
collaborators, as it encompasses planning, monitoring, and performance evaluation, with the intent to
improve the work, aiming to stimulate the achievement of organizational goals and the promotion of
development of human resources. Planning, based on the mission, vision, environment analysis
internal and external of the company, identifies the goals to be achieved. Then comes the monitoring.
the actions, to verify if they are in accordance with the established goals, identify the
discrepancies between the actions taken and expected and then outline the development actions and
training.
Performance Management involves not only performance evaluation but the entire cycle for it.
occur.
Performance management is essential, as only then does the organization know the value that each one has.
adding to the organization, what are the results and how to make better use of it.

The performance cycle is structured to allow the organization to know and evaluate what the
contribution of each employee and each team for the company's good performance, how to monitor
effectively these performances and what tools to use to evaluate their performance. For this, the management
performance has the following stages:
1–Planning: based on the organization's strategic plan, the situation diagnosis is carried out.
current that constitutes a relevant source of information for defining objectives, results, and goals. Objectives
Goals must be defined collaboratively between leadership and subordinates. The identification and the
construction of measures to verify the degree of deviation or approach of the desired performance
is also carried out at this stage. The validity of the measurements is a critical issue in any system of this
nature. The greater the alignment between the measures created to assess human performance and
those designed to measure organizational performance, the greater the validity of the information generated.
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The performance evaluation criteria
The performance evaluation criteria must be clear and objective and based on the requirements.
described in the job analysis. People need to understand how they are being evaluated and what is being
considered.
The standards serve for managers to communicate to employees, precisely, the
criteria for qualitative and quantitative evaluation of your production. It is important to remember that these criteria
they must be written clearly and must be expressed in a measurable way and
quantified.
In order to establish reliable standards, we must consider, according to Bohlander (2003):
Strategic relevance: it refers to the extent to which standards relate to the
strategic objectives of the organization;
Lack of criteria: refers to being able to capture all the responsibilities of employees.
That is, not to focus solely on one criterion, so that the other dimensions of performance do not remain
harmed;
Criteria contamination: criteria may be contaminated when factors outside of
employee control influences their performance. Example: production area employees who
they work with new machines compared to those who work with older machinery.

Performance measures
The "MeasurementInstrument" describes the mechanism used to obtain values of an attribute.
particular. It must be quantitative, that is, it can be measured numerically. However, the measure can be
objective or subjective. The objective measure refers to the quantitative measures of observable performance of
evaluated during task performance and measurement is subjective when based on opinions.
2–Monitoring: it is the stage of the performance management process cycle that aims to
support for the focus on the essential demands of the client, reflected in the strategic plan and, therefore,
ensuring the connection between objectives and results. It is characterized by work orientation,
mainly, based on feedback regarding the observed performance.
The main focus of this stage is the intermediate assessments, inputs for the improvement of the process of
evaluation of the results obtained, of the competency profile and, fundamentally, of the leadership partnership
team.
3–Evaluation: a step that periodically formalizes the diagnosis of individual performance and the
team. It is the moment of the performance cycle intended to identify, analyze, and evaluate the discrepancy between
expected and obtained performance and to verify the respective impacts on organizational performance.
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It is important to note that performance evaluation becomes simply a stage.
complementary to the broader process (performance management), that is, a complementary tool for
follow-up.

Performance Evaluation
The performance evaluation is a systematic assessment of the performance of each person, in
function of the activities she performs, the goals and results to be achieved, and her
potential for development. Performance evaluation is a process that is used to judge or estimate
the value, excellence, and qualities of a person and, above all, what is their contribution to the business of
organization. Performance evaluation is referred to by various names such as merit evaluation,
personnel evaluation, progress reports, assessment of individual or group efficiency, etc. It is a
excellent way to identify supervision and management problems, integrating people to
organization, of the adequacy of the person to the position, of locating possible dissonances or deficiencies in
training and, consequently, establish the means and programs to eliminate or neutralize such
problems.
According to Pontes (2005, p. 26):

Evaluation or performance management is a method that aims to continuously establish a

contract with employees regarding the desired results by the organization, to monitor the
proposed challenges, correcting the course when necessary, and evaluate the results achieved. It is the
breath of the organization's life, and without its existence, the planning or organizational strategies
they will not make the slightest sense.

With the emergence of organizations, formal evaluation methods have been emerging and becoming more sophisticated.
long time. Despite this evolution, the center of the evaluation continued to be the individual, strongly
influenced by subjective aspects. Recently, methods have emerged that have indeed begun to evaluate the
results achieved by people. The beginning of this process took place through Management by Objectives,
culminating today with the evaluation of results.

Who should evaluate the performance?

Performance evaluation is a process of reducing uncertainty and, at the same time, of seeking
consonance. The evaluation reduces the employee's uncertainty by providing feedback regarding their
performance.
Ultimately, the main party interested in performance evaluation is the employee themselves. And also the
organization. Almost always, organizations create evaluation systems that are centralized in a single
the body that monopolizes the subject - the HRD. In fact, the ideal would be a simple evaluation system in
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what the position or job itself would provide all the feedback regarding the performance of the occupant, without
need for intermediaries or the intervention of third parties. The hierarchy, the staff, and the centralization almost
always impose strict rules and standards that stray from the reality surrounding the employee and make the
evaluation process becomes a true bureaucratic marathon.

Self-assessment of performance
The ideal would be for each person to assess their own performance based on some
references as criteria in order to avoid the subjectivity implicit in the process.
The manager
In most organizations, it is the manager's line responsibility for performance.
of your subordinates and by your constant evaluation and communication of the results.
The individual and the manager

If performance evaluation is a line responsibility and if the most interested party in it is the
an alternative approach is the rapprochement of the two parties.
The work team
In this modality, it is the work team itself that evaluates the performance of each of its members.
members and program with each the necessary measures for its improvement.
The 360° evaluation
Recently, another novelty has emerged. The performance evaluation is done in a circular manner by
all the elements that maintain some interaction with the evaluated. The evaluation includes the boss, the
colleagues and peers, subordinates, internal and external clients, suppliers, in short, all the people at
around the evaluated, in a scope of 360 degrees.
The evaluation is upward
It constitutes a specific facet of the previous alternative. Unlike the evaluation of the subordinate by
superior, the upward evaluation is the other side of the coin and allows the team to evaluate their manager, as he
provided the means and resources for the team to achieve its objectives and how the manager could
increase the effectiveness of the team and help improve their results.
The performance evaluation committee
In some organizations, performance evaluation is assigned to a committee specially
designed for this purpose. It is a collective assessment made by a group of people directly or
indirectly interested in the performance of employees. The committee is generally made up of people
belonging to various bodies or organizational units and is composed of permanent members and
transitory members.
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The HR department
It is a very common alternative in more conservative organizations, but it is being
abandoned, due to its extremely centralizing, monopolizing, and bureaucratic nature. In this alternative, the
the HR department takes full responsibility for the performance evaluation of all people
organization. Almost always, information about people's past performance is obtained from each
managed and processed and interpreted, generating reports or plans of action that are coordinated
by the HR department.

Performance evaluation dysfunctions (errors)

A) Halo/Horn Effect: generalization based on an observable characteristic as positive or negative.
It is about the tendency to amplify, in all performance, negative and positive aspects of that performance.
If there is a favorable opinion from the evaluator regarding a characteristic, their tendency is to
consider the performance in the remaining characteristics (Halo effect) as good. The reverse, that is, a
generalization from a negative characteristic, arises the (Horn effect).
B) Central Tendency: tendency to assign an average score. The evaluator takes two positions: for a
on one hand, it avoids low ratings for fear of harming its employees, and on the other hand, it avoids scores
high, so as not to compromise too much.
C) Recency effect: tendency to highlight recent situations that marked professional life
of the collaborator. The evaluator tends to remember, preferably, recent events, which end up being
reflect on a disproportionate effect on the evaluation.
D) Complacency/laxity and excessive rigor: lenient evaluators set standards of
low evaluations, and the evaluators very demanding, high performance standards difficult to achieve.
E) First impression error: the first impression that the evaluator forms tends to remain and override
if the actual performance of the employee.
F) Fatigue/routine error: tendency to not pay much attention to the evaluation process when one has to
assessing many employees at the same time. This situation can considerably distort the evaluation.
G) Misunderstanding of the meaning of the factors: due to misunderstanding or distortion of the meaning of the factor, to carry out

a wrong assessment of the employee's qualities.

H) Frozen Evaluation: same concept
I) Lack of technique: unawareness of the main characteristics of the evaluation, leading to the issuance of
judgments based solely on the evaluator's common sense.
J) Unilateralism: valuing aspects that only the evaluator considers important. Example: liking someone
work only in the way the evaluator themselves would.
L) Subjectivism: attributing to the evaluated qualities and flaws that belong to the observer or evaluator.
Examples: projection of dislikes and likes without sufficient objective reasons.
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M) Falsity: it is the intentional concealment or distortion of information about the assessed individual's judgment, with the

intention of harming him or benefiting him.

EVOLUTION OF PERFORMANCE EVALUATION METHODS

Considering the evolution of performance evaluation methods, Pontes (2005) points out that the method
but more rudimentary is the simple comparison or assignment of grades, which consists of evaluating performance

through a predetermined scale, by assigning a general performance rating, which will go

from very bad to exceptional, evaluating people globally, which hinders communication between
evaluators and evaluated.
The same author indicates that another method, also precarious, is binary comparison, which uses
comparison of each individual's performance with the other group members. This method does not meet
to the objectives of performance evaluation, as it constitutes another method that is tied to the past and
does not allow actions to improve performance in relation to the future, in addition to also making it difficult to

communication between leaders and team members.

Pontes (2005) presents another method of performance evaluation, the forced choice method, which is
practiced by large corporations and constitutes one of the oldest, which is based on the assumption of
that, in a company, there should be a normal performance curve, where some employees have
poor performance, others good and a certain number excellent. Therefore, the performances are predefined, which
can lead to the destruction of highly motivated teams with superior performance, as the analysis is
individual. Chiavenato (2001) complements that the forced choice method consists of evaluating the
performance of individuals, through descriptive phrases of alternatives for types of individual performance,
the evaluated must forcefully choose only one or two of the various statements that apply most to
employee performance, hence the term 'forced choice'. According to Lucena (1977),
It is recommended to complement the method with another system aimed at analyzing potential, need for
improvement and training, type of assistance and support required.
One of the methods widely used, which has been becoming more sophisticated over time, is the scaling method.
graphic, with extremely subjective practice, different from the methods seen before. According to Pontes (2005), the
method allows evaluation through established characteristics or values, using
of examples of expected behaviors from employees in their
respective positions. It has the advantage of simplicity and ease of understanding by the people of
organization, but also cares about the past, forcing the leader to play the role of judge and the
people from your team the roles of defendants, in addition to making communication and feedback difficult.

Carvalho and Nascimento (2002) explain that the method has some considerable disadvantages, such as
the so-called 'Halo Effect' which is characterized by the tendencies that evaluators tend to present,
judging positively or negatively according to the history of the evaluated and, central tendency, where
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the evaluator analyzes the employee in a non-compromising manner, making the assessment average, not reporting
the reality.
In Pontes' (2005) analysis, there is another method, field research or field review, which is
it constitutes the traditional method that best neutralizes the subjectivity of the evaluation. It is based on meetings

between a Human Resources technician and each leader, for the performance evaluation of each
team employee.
In these meetings, the causes and reasons for the individual's performance are raised through analysis of
facts and situations. They allow for a standardized diagnosis of employee performance and the possibility
to plan, together with their leaders, the professional development of each one.
From this method, the break from evaluating only past performance began, giving way to
the concern with the future performance of the employee. Within the traditional school, it is the most reliable,
but it has great difficulty in implementation due to the large availability of personnel and time for
evaluate the teams individually.
A factor of great need and importance within performance evaluation methods is practice.
feedback, discussed in the sequence of this article, as it is of no use to detect problems and not seek
solve them.
Within this, Chiavenato (2001) states that field research has a vast range of applications, as
allows for the assessment of performance and its causes, to plan together with the immediate supervision the means to

its development and monitor the employee's performance more dynamically than in others
methods.
Similarly to what happens with field research, another method can be applied in the analysis of
behavioral data of the evaluated, with a view to a career plan. This is the incident method
critics, which, according to Carvalho and Nascimento (2002), is characterized by analyzing exceptional works,
whether they are positive or not, guiding the employee regarding the decisive aspects of their career such as: good
sense, understanding, security, initiative, etc.
According to Bohlander, Snell, and Sherman (2003), one advantage of the critical incidents method is that it
covers the entire evaluation period. Furthermore, since the behavioral incidents are
specific, can facilitate employee feedback and their development. Their greatest contribution
perhaps it is the development of job specifications and the construction of other types of assessment.
Although belonging to the school that begins to break with the past, another method characterized as
Traditional, according to Pontes (2005), is the evaluation of activities.
It is characterized by the evaluation of the employee's behavior in relation to the planned activities.
for your position. For your application, it is necessary to have a detailed and updated job description. It is the
method that closely resembles objectives-based assessment.
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It has as a positive characteristic to assume a prior negotiation of what constitutes a good
performance in the organization, great for companies that have defined roles and require people who
act within the limitations of the position. The limitation on the use of the method applies to companies that maintain positions.

broad, with multidisciplinary action.

In addition to what has been presented so far, a combination of methods can be used, a common attitude.
in companies. The discussed methods consist of what are called classical evaluation methods that,
although outdated, they are still used in many institutions.
They are therefore classical methods as they emphasize the past and not the future.
Only from 1954, with the work 'The Practice of Management' by Peter Drucker, did it start to be used
methods that are more concerned with the future. With the emergence of Management by Objectives, arose
so the Objectives Assessment method, with more information and benefits
to the institutions. According to Pontes (2005), the objective-based evaluation seeks the commitment of
people in relation to organizational objectives, through a participatory process, making the
more pleasant work environment. Although it is considered an innovative method,
repeats old negative points, just like the other classic methods, emphasizes the aspects of
individual and not the team, however, it is worth highlighting that their positive points outweigh, as they present

actually results. Complement Bohlander; Snell and Sherman (2003) that management by
objectives bring greater commitment from employees in the performance of their functions and overcoming
obstacles, since it is a management philosophy that classifies performance based on the goals achieved
by the employees, established by mutual agreement between the employee and the manager.
With professional development becoming increasingly necessary and present, where the market demand
it imposes on people the development of competencies and skills, the need for the use of
methods more in line with the current situation, increasingly broad and applicable in all spheres
in the business sector. From this need arose, in the 1980s, the 360-degree evaluation method,

Below are the main methods of Performance Evaluation - Traditional and Modern
Performance evaluation methods
Traditional Methods
Graphic Scale
Checklist
Forced Choice
Descriptive Phrases
Critical Incidents
Field Research
Peer Comparison
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Modern Methods
360° or Circular
Participatory Assessment by Objectives (APPO)
Competence assessment
Assessment of competence and results
Potential Assessment

TRADITIONAL METHODS
1 - GRAPHIC SCALE
Use a dual-entry form and assess people's performance through factors of
predefined and graded assessments.
Advantage: simple and easy application, graphical and global view of the evaluation factors, ease in
data comparison.
superficiality and subjectivity, favors the halo effect, rigidity, no participation
The evaluator's activity only assesses past performance.

Great (5) Good (4) Regular(3) Sofrível(2) Weak (1)

Production Very Surpasses the It satisfies the
Below the Very slow
quick requirements requirements requirements
Quality Always Sometimes Always Partially Never
superior superior satisfactory satisfactory satisfactory
Knowledge Knows Do you know the Knowledge Knows There is little

of work all necessary it is enough part of the knowledge

work of the work work of work

2 - CHECKLIST

- Based on a set of evaluation factors to be considered (check-lists) regarding

each employee.
Each performance factor receives a quantitative evaluation – 1, 2, 3, 4, 5
It is a simplification of the graphic scale method.
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Performance areas 1 2 3 4 5
Skills for decision making

Accept changes
Accepts direction
Compliance with the rules

Quality at work
Cooperation

3 - FORCED CHOICE
Use organized phrase blocks in groups, and the evaluator must choose the phrase that best fits.
applies to the performance of the evaluated. In each block of phrases, the evaluator must necessarily choose
a sentence.
- Each block presents two, four or more sentences. The nature of the sentences varies greatly.
- Advantage: Presents reliable results, eliminates the halo effect, that is, generalization,
simple application, does not require prior preparation of the evaluator.

Disadvantage: lack of flexibility, complex development, and it only presents global results.

Performance phrases N + -

Just do what you're told 01

Impeccable behavior 02

Does not produce when under pressure 03

Courteous with third parties 04

Hesitates to make decisions 05

Deserves all the trust 06

Has little initiative 07

Go all out on the service 08

4 - DESCRIPTIVE PHRASES
This method is different from the forced choice method only because it does not require obligation in the
selection of sentences. The evaluator marks the sentences that characterize the performance of the subordinate and those
that demonstrate the opposite of your performance.
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5 - CRITICAL INCIDENTS
- Based on the observation and recording of aspects, behaviors considered extreme, whether +
(positive) or (negative).
- Advantage: Method of easy assembly and use, emphasizes the exceptional aspects of
performance. Positive exceptions should be highlighted and better applied, while negative exceptions
should be eliminated or corrected, minimizing the halo effect.
- Disadvantage: time-consuming method, focuses on few aspects of performance, that is, it is partial.

6 - FIELD RESEARCH
Based on an interview in the sector, with the immediate supervisor, where the causes and reasons are raised for

subordinate performance.
It is done by the manager, with the assistance of a performance evaluation specialist.
The specialist goes to each session to interview the management about the performance of their respective
subordinates.
Advantage: more comprehensive, involves line responsibility and staff function, allows for planning
of action for the future.
- Disadvantage: time-consuming and low participation of the evaluated.

7 - PEER COMPARISON (BINARY COMPARISON)

- Pairwise Comparison Method: involves comparing employees two at a time, and if
note in the right column, the one that is considered better in terms of performance.
- Advantage: Simple Method
- Disadvantage: Little efficient, should be applied only when the evaluators are not able
to use other more refined methods or when the organization does not have more refined methods available.

MODERN METHODS
A significant change in assessment methods is the transition from the evaluated as a passive being to being
agent. Furthermore, the introduction of the concept of competence, understood as 'the set of
knowledge, skills, and attitudes of the individual" (ZARIFIAN, apud SOUZA, 2005, p.96) led to the creation
new ways to evaluate people in an organization.
1 - 360º OR CIRCULAR
The 360 evaluation is a contemporary form of assessment, precisely because it is based on the strategic vision,
where the concern is with performance, that is, customer satisfaction. Just when we exceed
At 180 degrees, we observe the evaluation and automatically the concern with customers and suppliers and before
from 180 degrees with internal clients (superiors and colleagues). The big differentiation
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this form of evaluation is precisely to check the fulfillment of needs of the
STAKEHOLDERS.
In this method, the evaluated individual receives feedback from all the people with whom they have relationships.

also known as stakeholders, such as peers, immediate supervisors, subordinates, clients, among others.
- Criterion for selecting evaluators: Proximity to the evaluated.
Advantage: Reduces the Halo effect, modern, reliable, employee maturity, the system is more
comprehensive and the assessments come from multiple perspectives.
It presents authority issues, requires investment in technology, and demands training.
To function, feedback can intimidate and provoke resentment in the evaluated.
One of the most important aspects of the 360 Degree performance evaluation is indeed the feedback.
where the method itself is referred to as 360 Degree Feedback or Feedback with Multiple Sources,
seen as characterized by providing employees with the most accurate vision possible, through collection of
information from various sources, both internally and externally, with opinions from all
angles of analysis, whether supervisors, colleagues, subordinates, clients, and others.
The method according to Pontes (2005) has as its central assumption the development of competence.
of people, through feedback from their peers, superiors, subordinates, and internal or external clients,
replacing the central idea of classical evaluation methodologies, in which only the leader evaluates the
subordinate. Thus, with the new methodology, two new opportunities arise, that of subordinates
They evaluate leaders and that employees make reciprocal evaluations.
It is therefore evident that this evaluation method allows each evaluated person to compare their
self-assessment with those of other evaluators, checking how your attitudes are perceived by
different people, ensuring that they are carried out in the best way possible and with
awareness, developing your personal skills. In this way, 360-degree feedback becomes capable
to develop personal skills, as long as it is interpreted correctly and provides more information
clear about the individual's behavior.
According to Chiavenato (2001), the main trend of the method is to shift responsibility for
performance evaluation for the individual itself, with managerial participation in the establishment
consensual objectives to be pursued.
The main point to be noted in a 360-degree performance evaluation is the fact that it brings together various
sources of information, in order to have a complete view of the activities carried out. In this
point, it becomes of great importance to know the various assessment methods that can be used, since the
360-degree analysis is nothing more than the combination of these methods.
It begins with the evaluation to be carried out by the manager and/or supervisor, this approach being the most

traditional in employee performance evaluation, in which the assessment is made by the manager and many
Reviewed by a manager at a higher hierarchical level. According to Bohlander; Snell and Sherman.
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(2003), reviews by a superior's superior reduce the risk of superficial evaluations or
biased.
2 - PARTICIPATORY EVALUATION BY OBJECTIVES (APPO)
A modern performance evaluation method that considers the consensual establishment of
objectives between managers and subordinates, the commitment of the subordinate to achieving the objectives, the
adequate allocation of resources and necessary means for the execution of tasks and constant monitoring
of results achieved compared to expected results, as well as intensive feedback and
continuous.

3–EVALUATION OF COMPETENCIES

It is about the identification of conceptual competencies (theoretical knowledge), technical skills (abilities) and

interpersonal (attitudes) necessary for a certain performance to be achieved.

4–ASSESSMENT OF COMPETENCIES AND RESULTS

It is the conjugation of competency assessments and results, that is, it is the verification of the existence or not of
necessary competencies according to the performance presented.

5–EVALUATION OF POTENTIAL

With an emphasis on future performance, it identifies the potentialities of the evaluated that will facilitate the

development of tasks and activities that will be assigned to you. It allows for the identification of talents that
they are working below their capabilities, providing a basis for the relocation of these people.

Other Performance Evaluation Methods

1
Supervisor-Subordinate Evaluation (Top-Down) the performance evaluation is conducted by the superior
hierarchical of employees. The evaluated person does a self-assessment and then meets with their
hierarchy to discuss your performance.
Self-assessment: it is the evaluation done by the evaluator regarding their own performance. Ideally, this
the system should be used together with other systems to minimize the strong bias and lack of sincerity that
can occur.
Performance report: also called written evaluation or experience evaluation, it is about
a more free description about the characteristics of the evaluated, their strengths, weaknesses,
potentialities and dimensions of behavior, among other aspects. Its disadvantage lies in the difficulty
to combine or compare the assigned ratings and therefore requires the supplementation of another
method, more formal.
1
VILAS BOAS, Ana Alice, ANDRADE, Rui Barbosa, Strategic People Management, RJ: Elsevier, 2009, p. 138.
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Result evaluation: it is an evaluation method based on the comparison between the expected results and
performed. It is a practical method, but it depends only on the supervisor's perspective regarding the
assessed performance.

Questions about Performance Evaluation.

1. (CESGRANRIO FUNASA /2009 - administrator) In a performance evaluation process, there can be

perception dysfunctions. Regarding the objectives, a bias in evaluation is the so-called 'Tendency'
Central. Among the descriptions below, which one fits into this category?
a) Belief that assessment is a dispensable procedure and that it disqualifies the use of resources
humans of the company.
b) Refusal to adopt extreme values for fear of harming the weaker and overvaluing the excellent.
c) Ignorance of the main characteristics of assessment, making judgments based on common sense.
d) Contamination of judgments, whether by the influence of a general aspect that affects the classification of each
characteristic in itself, either by the contaminations of one forecaster over the other.
e) Attribution of qualities and defects to the evaluated person that are characteristic of the observer or the evaluator.

2. (FCC - 2010–TRF 4th - Administrative Judicial Analyst) In the process of evaluating human performance, the
conscious effect in which the evaluator forces their evaluation at a point on the scale, to avoid commitment or
to explicitly state the reasons that supported your decision is called effect
(A) hello.
(B) of central tendency.
(C) of forced choice.
(D) of the critical incident.
(E) of the graphic scale.

3. (FCC - 2010–TRT 8th - Administrative Judicial Analyst) The performance evaluation method that consists of
four stages: initial interview to assess performance and the factors that positively or negatively affected the
final result; complementary analysis interview to obtain new relevant information; planning of
necessary measures and subsequent monitoring of results; it is called
(A) graphic scales.
field research.
(C) checklists.
(D) forced choice.
(E) critical incidents method.

4. (FCC - 2010–TRT 8th - Administrative Judicial Analyst) The 360-degree evaluation is based on the use of sources
multiple to provide feedback on a person's skills. Performance is evaluated in a way
circular, for all who interact with the evaluated, including the self-assessment carried out by the employee,
ideal number of
Ten people, producing thereby distinct information, substantially enriching the process.
evaluative to envision the various demands that the evaluated receives from their work environment.
four people, thus producing distinct information, substantially enriching the process
evaluative to glimpse the various demands that the evaluated receives from their work environment.
(C) three people, producing in this way distinct information, substantially enriching the process
evaluative to envision the various demands that the evaluated receives from their work environment.
(D) ten people, producing distinct information in this way, substantially enriching the process
assessment to glimpse the various demands that the evaluated receives from their work environment.
Six people, producing distinct information in this way, substantially enriching the process.
assessment to glimpse the various demands that the evaluated person receives from their work environment.

5.(FCC - 2010 - METRO/SP - Trainee Analyst in Business Administration) The method of evaluating performance or action
of individuals through descriptive phrases of a certain type of employee performance, in relation to the tasks assigned to them.
assigned, it is called
(A) forced choice.
(B) graphic scales.
(C) critical incidents.
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M) Falsity: it is the intentional concealment or distortion of information about the assessed individual's judgment, with the

intention of harming him or benefiting him.

EVOLUTION OF PERFORMANCE EVALUATION METHODS

Considering the evolution of performance evaluation methods, Pontes (2005) points out that the method
but more rudimentary is the simple comparison or assignment of grades, which consists of evaluating performance

through a predetermined scale, by assigning a general performance rating, which will go

from very bad to exceptional, evaluating people globally, which hinders communication between
evaluators and evaluated.
The same author indicates that another method, also precarious, is binary comparison, which uses
comparison of each individual's performance with the other group members. This method does not meet
to the objectives of performance evaluation, as it constitutes another method that is tied to the past and
does not allow actions to improve performance in relation to the future, in addition to also making it difficult to

communication between leaders and team members.

Pontes (2005) presents another method of performance evaluation, the forced choice method, which is
practiced by large corporations and constitutes one of the oldest, which is based on the assumption of
that, in a company, there should be a normal performance curve, where some employees have
poor performance, others good and a certain number excellent. Therefore, the performances are predefined, which
can lead to the destruction of highly motivated teams with superior performance, as the analysis is
individual. Chiavenato (2001) complements that the forced choice method consists of evaluating the
performance of individuals, through descriptive phrases of alternatives for types of individual performance,
the evaluated must forcefully choose only one or two of the various statements that apply most to
employee performance, hence the term 'forced choice'. According to Lucena (1977),
It is recommended to complement the method with another system aimed at analyzing potential, need for
improvement and training, type of assistance and support required.
One of the methods widely used, which has been becoming more sophisticated over time, is the scaling method.
graphic, with extremely subjective practice, different from the methods seen before. According to Pontes (2005), the
method allows evaluation through established characteristics or values, using
of examples of expected behaviors from employees in their
respective positions. It has the advantage of simplicity and ease of understanding by the people of
organization, but also cares about the past, forcing the leader to play the role of judge and the
people from your team the roles of defendants, in addition to making communication and feedback difficult.

Carvalho and Nascimento (2002) explain that the method has some considerable disadvantages, such as
the so-called 'Halo Effect' which is characterized by the tendencies that evaluators tend to present,
judging positively or negatively according to the history of the evaluated and, central tendency, where