Proposal for Performance Management on Offshore Oil and Gas Platforms
DOI:
https://doi.org/10.67144/READS.v1.n2.2026.y44df465Keywords:
Performance management, Organizational climate, Leadership, Mental health, Offshore work, Complex environmentsAbstract
Work on offshore platforms presents unique challenges to human performance management, requiring special attention to the organizational climate and employee development. The literature lacks studies examining offshore workers' perceptions of performance management and its impacts on the organizational climate and their professional development. In this context, this study analyzed the perceptions of offshore platform workers regarding performance management, focusing on the organizational climate and employee development. The methodology consisted of semi-structured interviews conducted with six workers from an offshore platform, followed by thematic analysis. The results indicate deficiencies in communication and feedback, characterized by a lack of clarity and frequency, as well as the need for greater leadership presence and support for employees. Goals are often unclear and not negotiated, and performance appraisal is perceived as subjective and unfair. Despite the value placed on teamwork, the lack of continuity in work activities and the competitiveness generated by the performance management model hinder collaboration. Isolation, demanding work shifts, and pressure to achieve results negatively affect workers' mental health and well-being. The study proposes a performance management framework structured around the stages of planning, monitoring, and evaluation, with the aim of improving the organizational climate and employee development. It is concluded that performance management on offshore platforms can be enhanced through a more human-centered approach that considers the challenges of the offshore environment and invests in leadership development, communication, feedback, goal setting, and support for workers' mental health.
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