Gestão da avaliação de desempenho para o desenvolvimento de servidores na UNIFAP desafios e percepções do modelo 360º

Abstract

This article analyzes the management of 360º performance evaluation at the Federal University of Amapá (UNIFAP). The objective of the study was to investigate the management of 360º performance evaluation at the university, articulating the challenges identified with the theoretical foundations of performance evaluation in the public sector, and to identify the main challenges in the implementation and management of this model for server development. The methodology used combined bibliographic and exploratory research based on a case study, with a qualitative approach, including an interview with the director of the Department of People Development (DDP) of the Pro-Rectory of People Management at the aforementioned university (PROGEP/UNIFAP). The results indicate that the implementation of 360º performance evaluation at UNIFAP represents a structural advance. However, high adherence, motivated by functional progression, risks generating superficial participation and diverting the focus from development. Furthermore, the feedback is mostly numerical, with little qualitative depth or guidance for improvement. The study pointed out the need for continuous improvements in feedback culture, training, and trust for the evaluation to consolidate as a development tool, and not just a bureaucratic requirement. It was also concluded that the implementation of 360º performance evaluation at UNIFAP represents a structural advance in people management, but its effectiveness depends on the quality of feedback, server training, and the construction of an organizational culture oriented towards continuous development and dialogue.