A gestão da performance de motoristas: um modelo que contribua com a melhoria do desempenho das empresas do transporte rodoviários de cargas brasileiro

Abstract

In a scenario marked by constant economic, social, and environmental changes, the pursuit of efficiency and accountability has become essential for the sustainability and competitiveness of organizations. Companies are increasingly required to rethink their management models, incorporating not only operational strategies but also practices aligned with environmental preservation, human well-being, and corporate ethics. In this context, people management becomes a strategic pillar, especially in sectors such as road freight transportation. The role of drivers in this sector directly influences logistical performance, road safety, and the institutional image of companies. At the same time, the segment faces challenges such as high turnover, exhausting work hours, and pressure for fast deliveries, reinforcing the need for more sustainable and human-centered management models. Recognizing drivers' contributions and adopting performance indicators with socioenvironmental relevance are key differentiators for companies aiming to stay competitive and responsible. This project focuses on the development of a performance management model for drivers, integrated with sustainability principles, targeted at road freight transport companies. The proposed framework is based on four key dimensions: operational efficiency, safety and well-being, environmental sustainability, and enabling tools. The model aligns economic goals with social and environmental responsibilities, providing organizations with a strategic and applicable structure for long-term improvements. The guiding research question was: How can companies improve economic, social, and environmental outcomes through driver performance management? The general objective was to develop a sustainable driver performance management model. Specific objectives included analyzing the SDG indicators; evaluating existing performance management practices; applying a diagnostic form; and proposing a feasible, adaptable model.