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APRIL 2026
INTRODUCTORY STUDY
Introducción al Monográfico sobre evaluación del desempeño
Author: MAZO SOMARRIBA, Luisa.
STUDIES
The hierarchical structure and measurement of job performance
Authors: VISWESVARAN, Chockalingam and ONES, Denis.
ABSTRACT: Job performance is the criterion against which all organizational interventions are evaluated. This paper synthesizes decades of research. Job performance has a clear hierarchical structure: a large general factor, three major group factors (task performance, organizational citizenship behaviours, and avoidance of counterproductive work behaviours) at the second level, and specific facets at the lowest level. The general factor represents genuine psychological covariation rather than methodological artifact, persisting even when halo and measurement error are removed through rigorous psychometric corrections. The hierarchical model accommodates emerging performance dimensions such as creative and adaptive performance. Critical measurement principles are well established: self-ratings lack the external evaluation that defines the performance construct and interrater reliability coefficients should be used in corrections for attenuation if ratings are used to assess performance. We examine temporal complexities including the maximal-typical performance distinction, within-person variability, and developmental trajectories across career stages. We also attend to contemporary challenges: remote work creates measurement difficulties by reducing behavioural observability, while AI augmentation raises questions about the boundaries of individual performance when human-AI collaboration makes behavioural attribution ambiguous. As work evolves, the hierarchical model provides an enduring framework for understanding how individual behaviours aggregate into organizational contribution. The hierarchical structure is a foundation essential for valid assessment and effective organizational decision-making.
KEYWORDS: Counterproductive work behaviors, criterion relevance, Job Performance, halo, inter-rater reliability.
Author: SANCHEZ, Juan Ignacio.
ABSTRACT: This article notes that public employee performance appraisal is likely to become a reality in all public administrations of the Spanish State owing to a constitutional mandate for cost-effectiveness and transparency. Besides its control function, performance appraisal has the potential to serve as the basis of performance management, a process through which public managers and employees seek ways to become more effective. Feedback is introduced as the cornerstone of performance management. The reasons that explain how feedback contributes to performance improvement are reviewed, together with the characteristics that make feedback effective, starting with performance diagnosis and ending with goal-setting.
KEYWORDS: performance diagnosis, performance feedback, performance management
Author: SALVADOR SERNA, Miquel
ABSTRACT: Performance evaluation constitute a critical component for fostering the essential transformation of public employment management demanded by the turbulent context in which public administrations operate. However, the abundance of proposals for its formulation, both from academia and professional practice, contrasts sharply with the modest and merely formal developments achieved. To interpret this contrast, this article offers a further reflection based on the clash between what performance evaluation implies and proposes and the existing rules of the game (or institution) in the field of human resource management in public administrations. The emergence of a new environment highlights the inability of this institution to meet the challenges of the new scenario, while simultaneously contributing to the crisis of the usual mechanisms of institutional reproduction. The emergence of a new paradigm, Robust Governance, offers an alternative for a comprehensive rethinking of the institution and allows performance evaluation to be positioned as a benchmark to support this transformation. Reinterpreting performance evaluation based on the four institutional capabilities associated with the Robust Governance paradigm (strategic, analytical, management, and relational) provides a framework both for building the evaluation system itself, integrated into the set of organizational dynamics, and for identifying its potential contributions to the proposed institutional change.
KEYWORDS: institutional capacities, institutional change, performance evaluation, Robust Governance.
INNOVATION AND GOOD PRACTICES
Experiencia de la evaluación del desempeño en Los Realejos, Tenerife.
Author: GONZALEZ HERNANDEZ, Mª Jose.
ABSTRACT: This article analyzes the system of a medium-sized local entity created to internalize among its staff the work associated with meeting objectives and linked to the perception of a productivity bonus. This system provided an adequate response to a moment of internal crisis, generating enthusiasm at a difficult time for managing the work environment. The system adds value to the organization by setting challenges that benefit citizens, the ultimate goal of administrative activity, and prioritizes the application of the principle of transparency throughout its implementation. Furthermore, it is innovative in that it was implemented without waiting for regional regulations to be developed, promoting internal collaboration and fostering creativity.
KEYWORDS: Evaluation, innovation, objectives, performance evaluation, productivity.
Authors: MUÑIZ HERNANDEZ, Francisco; SIERRA GARCIA, Elena; DE DIOS DE DIOS, Mª Elena; GIL GONZALO, Sonia; IZQUIERDO GARCIA, Alberto; MARTIN HERNANDEZ, Mª Mercedes, VAZQUEZ MALMIERCA, Arantxa.
ABSTRACT: Managing people in public settings, with a view to improving services, requires the use of tools and techniques in an interrelated manner and within management systems that incorporate planning and evaluation as core elements. In the experience of Salamanca City Council, the implementation of a performance evaluation system is part of a comprehensive and integrated management system. The system developed considers the improvement of people (their performance and commitment) as the key to improving services, incorporating the analysis of results and impacts on citizens. In our management model, performance evaluation (hereinafter PE) is not an aim in itself; it is related to the development of people, all types of careers implemented, and the evolution of the system is related to the perception of employees and citizens and the results achieved. Throughout this article, we shall attempt to outline the evolution of our systems, starting with the management by objectives system, its inclusion within the PE system, the different phases of this system and why it has evolved, to eventually analyse the foundations of the current system and some of its results. The system is not closed and, by definition, can be improved upon. Its implementation and development are the result of collective work and the public commitment of an organisation that works for and on behalf of citizens, using the available tools and existing experiences, evaluating and adjusting with no fear to change and error.
KEYWORDS: management by objectives, management system, performance evaluation, professional career, planning.
Author: GIL BLAZQUEZ, Angel.
ABSTRACT: The implementation of performance evaluation systems, which are intended to be an important human resources management tool, appears to be limited in local administrations. With the aim of facilitating this for those who manage human resources in local entities, ANEXPAL has undertaken the participatory preparation of a document drawn up by managers and from a management perspective that aims to diagnose the situation of this implementation, its obstacles and resistance, and the basic elements of those who have already implemented it or have begun the process, and to provide key ideas for its implementation. The methodology adopted includes a three-phase diagnosis: a quantitative survey, a qualitative phase using focus groups, both of which have already been carried out, and a series of interviews with relevant actors. The purpose of this article is to present the initial conclusions of this diagnosis, which confirms the insufficient implementation of the tool, the critical factors that explain this, and the key elements and lessons learned from those systems that have already been implemented.
KEYWORDS: Human Resources management, Local Administrations, Performance evaluation, Report of Situation.
LEGAL DEBATE AND ANALYSIS
Los determinantes jurídicos de la evaluación del desempeño
Author: CÀMARA MAS, Roger.
ABSTRACT: The purpose of this article is to analyze performance evaluation from a legal perspective. It provides an overview of the regulations governing this concept in the Basic Statute of Public Employees and how the rule of law affects this area. In particular, it delves into its scope, which must necessarily consist of the evaluation of professional conduct and performance or the achievement of results, as expressly determined by the basic legislator. On the other hand, it analyzes the role that people play in the evaluation process, whether as evaluators or evaluated, as authentic protagonists of the process.
KEYWORDS: civil service, horizontal administrative career, performance evaluation, public employees.
JURISPRUDENCE
Una aproximación a la práctica reciente en materia de evaluación del desempeño
Author: GALLASTEGI ARANZABAL, Cesar.
INTERVIEW
Interview to Jose Maria Peiró (Interviewer: Miguel Angel Elustondo Echeverria)
SELECTED BIBLIOGRAPHY
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