Avaliação sobre os processos da gestão do desempenho na Universidade Federal da Paraíba

Abstract

The performance management in brazilian public administration appeared, from the new context, transforming People Management Processes after the State Reform, began in the 1990s.The managerialist model, proposed by reform, has allowed the discussion, elaborations and application of legal devices in which the capture, development, careers and performance of employees would be essential for improving the quality of public services. These new outlinesreceived strength with thepublication of Decree-Law No 5.707/2006, whichestablished the Personnel Development National Policy, bringing the Skill Management as a model to be adopted in public institutions. This model has been put in place atUniversidade Federal da Paraíba (UFPB), meeting the criteria laid down by the legislation and brought the performance management as a potential factor to institutional development. In light of this context, the actual research had as objective to evaluate the comprehension of the Performance Management and its stages, from the UFPB managers’ point of view. To reach the proposed scope, the research methodology was delimited to a qualitative approach, of applied nature and monographic procedure method,with technical procedures behind the descriptive typology, with bibliographic, documental analysis and case study. The data collection instrument was the semistructured interview, supported by a guide, and for data analysis was used the Content Analysis Method, developed by Bardin (2011). The participantsubjects are UFPB servantsatmanagerial posts. The theoretical background addressed to State Reform context, its legal devices that based the current public administration management model, specifically in Public Higher Educational Schools, underlining the Skill Management models, the performance evaluation and management. The results permitted us to understand that, despite the Performance Management model adopted at UFPB had been a reference; there is an investigated managers’ partial and fragmented comprehension about the process features. The cycleof the process is composed by four stages. The findings point out that the planning, in its first stage, is carried outwith partial regard to law provision and rules. The follow-up, in its second stage, occurs because of a need to present annual reports about the activities carried out and not because of the model requirement. At the third stage, called evaluation, there are evidences that the performance evaluation report is understood as a process completion. The validation stage, the fourth and last one, in which there would be the results analysis and dialogue, is ignored. As a contribution was elaborated a specific capacitation proposal about performance management to process managers training, that includes and meets some institutional strategic planning objectives. The aim is to improve the individual and institutional objectives alignment leading to better quality public services delivery, as well as to reach satisfactory performance indicators in the evaluation processes to which the institution is submitted.