ABU-DOLEH, J.; WEIR, D. Dimensions of performance appraisal systems in Jordanian private and public organizations. The International Journal of Human Resource Management, v. 18, n. 1, p. 75-84, 2007. [5]
AMIN, M.; ISMAIL, W. K. W.; RASID, S. Z. A.; SELEMANI, R. D. A. The impact of human resource management practices on performance: Evidence from a Public University. The TQM Journal, v. 26, n. 2, 125-142. 2014. [13]
AZMI, I. A. G. Competency-based human resource practices in Malaysian public sector organizations. African Journal of Business Management, v. 4, n. 2, p. 235, 2010. [9]
BEHN, R. D. Why measure performance? Different purposes require different measures. Public Administration Review, v. 63, n. 5, p. 586-606, 2003.
BITITCI, U. S.; GARENGO, P.; ATES, A.; NUDURUPATI, S. S. Value of maturity models in performance measurement. International Journal of Production Research, v. 53, n. 10, p. 3062-3085, 2015.
BITITCI, U.; GARENGO, P.; DÖRFLER, v.; NUDURUPATI, S. Performance measurement: challenges for tomorrow. International Journal of Management Reviews, v. 14, n. 3, p. 305-327, 2012.
BLACKMAN, D.; BUICK, F.; O'DONNELL, M. Why Performance Management Should Not Be Like Dieting. Australian Journal of Public Administration, v. 76, n. 4, p. 524-528, 2017. [21]
BOURNE, M.; MILLS, J.; WILCOX, M.; NEELY, A.; PLATTS, K. Designing, implementing and updating performance measurement systems. International Journal of Operations & Production Management, v. 20, n. 7, p. 754-771, 2000.
CARNEIRO-DA-CUNHA, J. A.; HOURNEAUX JR, F.; CORRÊA, H. L. Evolution and chronology of the organizational performance measurement field. International Journal of Business Performance Management, v. 17, n. 2, p. 223-240, 2016.
CHOONG, K. K. Has this large number of performance measurement publications contributed to its better understanding? A systematic review for research and applications. International Journal of Production Research, v. 52, n. 14, p. 4174-4197, 2014.
CONWAY, E.; FU, N., MONKS, K., ALFES, K.; BAILEY; C. Demands or resources? The relationship between HR practices, employee engagement, and emotional exhaustion within a hybrid model of employment relations. Human Resource Management, v. 55, n. 5, p. 901-917, 2016. [15]
COOK, J.; CROSSMAN, A. Satisfaction with performance appraisal systems: a study of role perceptions. Journal of Managerial Psychology, v. 19, n. 5, p. 526-541, 2004. [3]
CRESWELL, J. W. Research Design: Qualitative, Quantitative and Mixed Methods Approaches. 4th ed. Thousand Oaks, CA: Sage, 2014.
DALEY, D. M.; VASU, M. L. Supervisory perceptions of the impact of public sector personnel practices on the achievement of multiple goals: Putting the strategic into human resource management. The American Review of Public Administration, v. 35, n. 2, p. 157-167, 2005. [4]
DUTRA, A.; RIPOLL-FELIU, V. M.; FILLOL, A. G. ENSSLIN, S. R.; ENSSLIN, L. The construction of knowledge from the scientific literature about the theme seaport performance evaluation. International Journal of Productivity and Performance Management, v. 64, n. 2, p. 243-269, 2015.
ENSSLIN, L.; GIFFHORN, E.; ENSSLIN, S. R.; PETRI, S. M.; VIANNA, W. B. Avaliação do Desempenho de empresas terceirizadas com o uso da metodologia Multicritério de Apoio à Decisão-Construtivista. Pesquisa Operacional, v. 30, n. 1, p.125-152, 2010.
FERREIRA, A.; OTLEY, D. T. The design and use of performance management systems: An extended framework for analysis. Management Accounting Research, v. 20, n. 4, p. 263-282, 2009.
FRANCO-SANTOS, M.; KENNERLEY, M.; MICHELI, P.; MARTINEZ, V.; MASON, S.; MARR, B.; GRAY, D.; NEELY, A. Towards a definition of a business performance measurement system. International Journal of Operations & Production Management, v. 27, n. 8, p. 784-801, 2007.
FRANCO-SANTOS, M.; LUCIANETTI, L.; BOURNE, M. Contemporary performance measurement systems: A review of their consequences and a framework for research. Management Accounting Research, v. 23, n. 2, p. 79-119, 2012.
FRENCH, P. E.; GOODMAN, D. An assessment of the current and future state of human resource management at the local government level. Review of Public Personnel Administration, v. 32, n. 1, p. 62-74, 2012. [11]
GHALAYINI, A. M.; NOBLE, J. S. The changing basis of performance measurement. International Journal of Operations & Production Management, v. 16, n. 8, p. 63-80, 1996.
HAILESILASIE, G. Determinants of public employees' performance: evidence from Ethiopian public organizations. International Journal of Productivity and Performance Management, v. 58, n. 3, p. 238-253, 2009. [8]
KREUZBERG, F., VICENTE, E. Para Onde Estamos Caminhando? Uma Análise das Pesquisas em Governança Corporativa. Revista de Administração Contemporânea, v. 23, n. 1, p.43-66, 2018.LEBAS, M. J. Performance measurement and performance management. International Journal of Production Economics, v. 41, n. 1-3, p. 23-35, 1995.
MAKHUBELA, M.; BOTHA, P. A.; SWANEPOEL, S. Employees’ perceptions of the effectiveness and fairness of performance management in a South African public sector institution. SA Journal of Human Resource Management, v. 14, n. 1, p. 1-11, 2016. [17]
MANOLOPOULOS, D. An evaluation of employee motivation in the extended public sector in Greece. Employee Relations, v. 30, n. 1, p. 63-85, 2008. [7]
MATOS, L. D. S.; ENSSLIN, S. R.; ENSSLIN, L. A Review on the Performance Measurement Systems Life Cycle. Lex Localis-Journal of Local Self-Government, v.17, n. 4, p. 939-959, 2019.
MELNYK, S. A.; BITITCI, U.; PLATTS, K.; TOBIAS, J.; ANDERSEN, B. Is performance measurement and management fit for the future? Management Accounting Research, v. 25, n. 2, p. 173-186, 2014.
MELTON, E. K.; MEIER, K. J. For the want of a nail: The interaction of managerial capacity and human resource management on organizational performance. Public Administration Review, v. 77, n. 1, p. 118-130, 2017. [19]
MICHELI, P.; MARI, L. The theory and practice of performance measurement. Management Accounting Research, v. 25, n. 2, p. 147-156, 2014.
MOSTAFA, A. M. S.; GOULD‐WILLIAMS, J. S.; BOTTOMLEY, P. High‐performance human resource practices and employee outcomes: the mediating role of public service motivation. Public Administration Review, v. 75, n. 5, p. 747-757, 2015. [14]
NEELY, A. The performance measurement revolution: why now and what next? International Journal of Operations & Production Management, v. 19, n. 2, p. 205-228, 1999.
NEELY, A.; GREGORY, M.; PLATTS, K. Performance measurement system design: a literature review and research agenda. International Journal of Operations & Production Management, v. 15, n. 4, p. 80-116, 1995.
NUDURUPATI, S. S; BITITCI, U. S.; KUMAR, V.; CHAN, F.T. State of the art literature review on performance measurement. Computers & Industrial Engineering, v. 60, n. 2, p. 279-290, 2011.
PLANO DIRETOR DA REFORMA DO APARELHO DO ESTADO (1995). Brasília, DF. Disponível em:
. Acesso em: 19 dez. 2018.
RICHARDSON, R. J. Pesquisa Social: métodos e técnicas. 3. ed. São Paulo: Atlas, 1999.
SELDEN, S. C.; JACOBSON, W.; AMMAR, S. H.; WRIGHT, R. H. A new approach to assessing performance of state human resource management systems: A multi-level fuzzy rule-based system. Review of Public Personnel Administration, v. 20, n. 3, p. 58-74, 2000. [1]
SONGSTAD, N. G.; LINDKVIST, I.; MOLAND, K. M. CHIMHUTU, V.; BLYSTAD, A. Assessing performance enhancing tools: experiences with the open performance review and appraisal system (OPRAS) and expectations towards payment for performance (P4P) in the public health sector in Tanzania. Globalization and Health, v. 8, n. 1, p. 33, 2012. [10]
SRIVASTAVA, A. P.; DHAR, R. L. Impact of Leader member exchange, human resource management practices and psychological empowerment on extra role performances: the mediating role of organisational commitment. International Journal of Productivity and Performance Management, v. 65, n. 3, p. 351-377, 2016. [16]
TANWIR, M.; CHAUDHRY, A. Reforming a broken system: a new performance evaluation system for Pakistan civil servants. Pakistan Development Review, v. 55, n. 1, p. 49, 2016. [18]
TER BOGT, H. J. Performance evaluation styles in governmental organizations: How do professional managers facilitate politicians’ work? Management Accounting Research, v. 14, n. 4, p. 311-332, 2003. [2]
THIEL, G. G.; ENSSLIN, S. R.; ENSSLIN, L. Street Lighting Management and Performance Evaluation: Opportunities and Challenges. Lex Localis, v. 15, n. 2, p. 303, 2017.
VALMORBIDA, S. M. I.: CARDOSO, T. L.; ENSSLIN, S. R. Rankings universitários: análise dos indicadores utilizados. Sociedade, Contabilidade e Gestão, v. 10, n. 2, p. 88-102, 2015.
VALMORBIDA, S. M. I.; ENSSLIN, S. R. Performance evaluation of university rankings: literature review and guidelines for future research. International Journal of Business Innovation and Research, v. 14, n. 4, p. 479-501, 2017.
VAN CAMP, J.; BRAET, J. Taxonomizing performance measurement systems’ failures. International Journal of Productivity and Performance Management, v. 65, n. 5, p. 672-693, 2016.
VAN RINSUM, M.; VERBEETEN, F. H. M. The impact of subjectivity in performance evaluation practices on public sector managers’ motivation. Accounting and Business Research, v. 42, n. 4, p. 377-396, 2012. [12]
VERBEETEN, F. H. M. Performance management practices in public sector organizations: Impact on performance. Accounting, Auditing & Accountability Journal, v. 21, n. 3, p. 427-454, 2008. [6]
VERMEEREN, B. Influencing public sector performance: studying the impact of ability-, motivation-and opportunity-enhancing human resources practices on various performance outcomes in the public sector. International Review of Administrative Sciences, v. 83, n. 4, p. 717-737, 2017. [20]