A remuneração variável na percepção dos empregados e suas consequências na motivação e no desempenho

Abstract

In order to be successful, organizations must have capabilities that allow them to coordinate and motivate behaviors in way that are tuned to the marketplace and produce levels of performance that differentiate them from their competitors. To perform well, it is also necessary to have qualified employees, engaged with organizational goals and motivated towork. In this way, the rewarding system play a strategic role because it can do more than compensate done services. Considering a huge number of possibilities, the decision was to investigate according the perceptions of the employees, how pay-for-performance systemsaffect motivation (understood as a drive to work) and performance (appraised by a selfevaluation). The first step of this study was an exploratory research with 44 companies from several economic sectors, which was followed by a pilot case study done with the objective to test the methodology to be used at a multiple case study with 4 selected private companies from different sectors. Each one started with a qualitative research followed by a qualitative survey which sustained the analyses of hypothesis and lead to conclude: (a) the employees thatevaluated better the pay-for-performance plan were those who were more motivated, (b) the employees significantly more motivated were those who had a better performance, (c) at the employees opinion, the pay-for-performance plan lead to a better performance independentlyof motivation, when compared with the fixed wages plan. It was also investigated the influences of the interviewed personal characteristics on the payfor- performance appraisal, on motivation and on performance (goal achievement), considering as personal characteristics the sex, the hierarchy level, the age, the instruction level, the time in company, the marital state, the number of persons who depends on his/her gains and the role played on the plan. As conclusion, the research indicated that there is no significant difference on pay-for-performance plan appraisal, on motivation and on performance according any of these characteristics. In other words, they do not affect the interviewer appraisal.