Sistemas de gestão para resultados no setor público: intersecções entre política, governança e desempenho nas prefeituras de Rio de Janeiro e São Paulo

• Ano de defesa: 2016
• Autor(a) principal: Marin, Pedro de Lima
• Orientador(a): Pacheco, Regina Silvia Viotto Monteiro
• Tipo de documento: Tese
• Tipo de acesso: Acesso aberto
• Idioma: por
• Palavras-chave em Português: Gestão para resultados; Mensuração de resultados; Programa de metas; Plano estratégico
• Palavras-chave em Inglês: Public management; Performance management
• Link de acesso: http://hdl.handle.net/10438/15961

Performance management has acquired an increasing importance in Brazilian municipalities, taking on different functions within public organizations. However, the implementation of performance management systems in the public sector may be followed by new problems related to the complexity of measuring results in environments subject to public and social scrutiny. In such context, this present work seeks to analyze the performance management systems put forth by the municipalities of Rio de Janeiro and São Paulo. It seeks to stablish connections between the different functions played by performance management systems and the dysfunctions perceived by public managers in their daily work. With that goal in hand, we have mapped the different functions played by performance management systems in theory. These functions were separated in three macro categories: performance functions, governance functions and political functions. After this categorization, the possible dysfunctions of performance management were identified in relation to the intersections of these functional macro categories. Based on this theoretical framework, we collected data on the performance management systems of both municipalities, including interviewing 12 public managers and 3 representatives of civil society organizations. Our findings allow us to demonstrate that the municipality of Rio de Janeiro has implemented a performance management system geared towards performance improvement, while São Paulo has focused in the functions related to the macro category of governance. Concerning dysfunctions, Rio de Janeiro has showed traces of a technocratic definition of targets and internal gaming, while São Paulo has demonstrated external gaming, myopia and lock-in. Our results also allowed us to identify other relevant variables in the study of performance management dysfunctions, like the political context, the degree of the mayor’s involvement in the system, how performance management became part of the public agenda and how institutionalized the performance management system is. These results show that different functions taken on by performance management systems are correlated to dysfunctions. The final chapter explores these possible correlations