The feedback process in performance appraisal as a tool for organizational development: The Case of JSI–MozNorte
DOI:
https://doi.org/10.33448/rsd-v15i5.51023Keywords:
Performance appraisal, Feedback, Organizational development, Human resource management, Organizational alignment.Abstract
This study analyzes the role of feedback in the performance appraisal process as a tool for organizational development, focusing on the case of JSI–MozNorte. It is based on the assumption that performance appraisal, when supported by effective feedback practices, can significantly enhance employee development and institutional growth. The main objective of this study was to examine the feedback process within performance appraisal at JSI MozNorte, focusing on the types of feedback used, employees’ perceptions, and its relationship with organizational development. Methodologically, a qualitative and interpretive approach was adopted, using semi-structured interviews with employees and managers, complemented by document analysis. Data were analyzed through thematic content analysis. The findings reveal that feedback is often informal and irregular, mainly focused on positive reinforcement and corrective actions, with limited emphasis on long-term competency development. The study concludes that although feedback is recognized as essential, its full potential is not yet realized. Strengthening systematic, continuous, and development-oriented feedback practices is necessary to enhance organizational performance and sustainability.
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