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EnglishThis research investigated the presence of the elements of Performance Management (PM) in the generation of Organizational Learning, through the perception of stakeholders in the process. It is a case study, with interviews of three people directly involved with the design, implementation, use and feedback of the system. The semi-structured interviews were guided by the basic literature that points out the presence of the elements. Analyzing the speeches of the interviewees, it appears that the PM system was built in a continuous cycle of reflection, since previous strategic planning experiences did not prosper. From the interviewees' perception, the system enabled the organization to become aware of reality, detect and correct existing and, previously, unknown problems. Thus, it is possible to think of improvement actions. In addition, it was evident that communication permeated the entire process of PM, because it explained what was desired with the construction of metrics and directed the goal setting. These, encouraged the use of information for management and guaranteed timely feedback, allowing the comparison of the results obtained with those expected, defined by the goals set. This feedback provided the participation of all stakeholders, making it possible for the organization to verify the achievement of its strategic objectives, periodically feedback the system, reviewing its strategy, and reviewing its beliefs, behaviors and actions, making the organization more prepared for environmental changes. Finally, it can be concluded that learning is perceived by managers when they are able to show what the organization wanted to achieve, reflect on the adequacy of the objectives pursued and demonstrate that collaboration occurs in improving routines already developed in the organization. Also, when they are able to identify what is important to measure, parameterize the goals with these data, and provide feedback, in a way that makes it possible to analyze the results, comparing them with the established goals. And above all, when it is possible to trust information to guide decisions. portuguesEsta pesquisa investigou a presenca dos elementos da Avaliacao de Desempenho (AD) na geracao de Aprendizagem Organizacional, pela percepcao dos envolvidos no processo. Trata-se de um estudo de caso, com entrevistas de tres pessoas diretamente envolvidas com o desenho, implementacao, uso e retroalimentacao do sistema. As entrevistas semiestruturadas foram orientadas pela literatura de base que aponta a presenca dos elementos. Analisando as falas dos entrevistados, verifica-se que o sistema de AD foi construido num ciclo continuo de reflexao, visto que as experiencias de planejamento estrategico anteriores nao prosperaram. Pela percepcao dos entrevistados o sistema possibilitou a organizacao se dar conta da realidade, detectar e corrigir problemas existentes e, antes, nao conhecidos. Assim, pode-se pensar em acoes de melhorias. Ademais, ficou evidente que a comunicacao permeou todo o processo de AD, pois explicitou o que se desejava com a construcao de metricas e direcionou o estabelecimento de metas. Estas, fomentaram a utilizacao das informacoes para gestao e garantiram feedback oportuno, permitindo a comparacao dos resultados obtidos com aqueles esperados, definidos pelas metas colocadas. Esse feedback proporcionou a participacao de todos os envolvidos, fazendo com que a organizacao pudesse verificar o alcance dos seus objetivos estrategicos, periodicamente retroalimentar o sistema, revisando sua estrategia, e rever suas crencas, comportamentos e acoes, tornando a organizacao mais preparada para as mudancas ambientais. Por fim, pode-se concluir que a aprendizagem e percebida pelos gestores quando conseguem evidenciar o que a organizacao desejava atingir, refletir sobre a adequacao dos objetivos perseguidos e demonstrar que a colaboracao se da em aperfeicoar rotinas ja desenvolvidas na organizacao. Tambem quando conseguem identificar o que e importante mensurar, parametrizar as metas, com esses dados, e instrumentalizar o feedback, de forma que possibilite analisar os resultados, comparando-os com as metas estabelecidas. E sobretudo, quando e possivel confiar nas informacoes para balizar decisoes.

Investigação da presença de elementos da avaliação de desempenho na geração de aprendizagem organizacional: um estudo de caso