Gestão do desempenho: um modelo que promova a melhoria da performance dos motoristas na Expresso Alvorada Ltda

Abstract

Mental health and burnout affect the employee productivity and may cause absenteeism, resulting in significant negative effects for the organization. Therefore, as a strategic advantage, the organization should invest in their human resources in order to stand out among the competition. Like many industries in the field, the Expresso Alvorada Ltd., a Brazilian company specialized in providing freight for the ferrous metallurgy and cement industries that has been operating for over 50 years, has been facing difficulties with its main workforce, the driver. Inadequate productivity, high turnover rates and absenteeism are some of the factors that afflict the company. Considering such situation, this project proposes a performance management model for drivers aiming to provide a sustainable results to Expresso Alvorada Ltda. and a life quality for these professionals. A collection of the conceptual basis related to this subject as well as a research of the sector’s analysis and benchmarking methods was carried out. In addition, the company’s current reality was contextualized and the elements that determine its driver’s performance were determined through a research done with 1/3 of the drivers using the Lickert scale, in a spontaneous and objective manner, to map and address 05 (five) dimensions identified as those that compromise the drivers’ performance: Health and Sleep, Nourishment, Self-Medication, Corporate environment and Quality of Life. An interview with the CEO of Expresso Alvorada Ltda. was also performed. Actions were suggested based on the information obtained, which compose the Integração SAFE program proposed in this project, that includes 04 (four) pillars: Sleep, Nourishment, Family and Physical Exercise. The program goals are to improve the indicators performance (absenteeism, turnover rate, accidents, traffic fines), reduce the costs with co-participation in health insurance plans, obtain better financial results through the drivers’ performance, creating a culture of valuing the driver. The project showed itself to be viable for Expresso Alvorada Ltd. within two years of implementation.