This paper aims to examine how to configure the identification process of public servants of Minas Gerais forward the implementation of Individual Performance Evaluation and Productivity Award. The theoretical discussion is grounded in the Theory of Social Identity and in the works that discuss the process of identification with the organizations such as Ashforth and Mael (1989), Pratt (1998), Dutton, Dukerich and Harquail (1994), and Ashforth, Harrison and Corley (2008). The focus of this study was restricted to the perception of the interviewees about their own process of identification, through the new instruments for managing people deployed by the State Government. Following these assumptions, organizational identification is seen as the possible ways of social identification. Accor-ding to the intensity, those identifications are configured to over identification, misidentification, ambivalent identification and neutral identification. The empirical research was exploratory and qualitative. We made observations and interviews with public servants from Minas Gerais. The analysis demonstrated that the interviewed policemen have an ambivalent identification. The various intensity levels of organizational identification involved the appropriation of attributes and values associated with the organization's identity and the identity of its members. However, this identity needs to be modified during organizational change, enacting its members the new values and attributes in the new situation. These values and attributes have to be desirable by its members previously to decrease the resistance changes. Despite of their pay and professional recognition are recurrent in the appointments, the Productivity Award and Performance Evaluation Individual (ADI) didn't constitute factors that actually influenced the policemen identification process.
Identification process; Organizational identification; Administrative reform; Performance evaluation; Productivity award
