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The performance evaluation is considered as an effort to identify the skills and abilities of the employee or a work team in achieving organizational objectives. The aim of this study was to discover how the performance evaluation influences the professional development of employees, as well as their influence on decision-making process of managers. Took place, so a study of multiple cases in the system "S" of Boa Vista-RR, the qualitative-quantitative character in six institutions, composed of semi-structured interviews with managers and a questionnaire with 160 respondents. From this analysis was developed an analytical model for evaluating performance in "S" system, from which the results were discussed and may be expandable to other types of organizations. The research showed that: 1) the organization in which the cycle of development and evaluation of performance is low, there is a predominance of the traditional management system without HR Performance Evaluation - SAD. 2) the company that has high development cycle with less influence of performance evaluation, the DSS is in consolidation phase. 3) found that in some institutions, there is a high level of development cycle, with strong influence of performance evaluation, in this case the SAD is the foundation of people management. 4) when the organization is characterized by presenting low cycle development with the use of performance evaluation, it is considered that the SAD is used only as a bureaucracy.

A influência da avaliação de desempenho para o desenvolvimento profissional dos colaboradores: um estudo de multicasos na Amazônia