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Orientador(es)
Resumo(s)
O Sistema Integrado de Gestão e Avaliação do Desempenho na Administração Pública (SIADAP) visa contribuir para a melhoria do desempenho e qualidade na prestação de serviços da administração pública, tendo como objetivo garantir a coerência e harmonia entre a prestação de serviços e os colaboradores.
O sistema de gestão e avaliação de desempenho tem efeitos tanto no colaborador, como na organização. Considerando que as consequências da aplicação dos sistemas de gestão e avaliação de desempenho representam uma temática pouco explorada na literatura, este trabalho visa a atualização da tipologia idealizada por Franco-Santos, Lucianetti e Bourne (2012), a contextualização da tipologia ao setor público e ilustração da aplicação do modelo através de um estudo de caso.
Para responder aos objetivos desta investigação usa-se a metodologia qualitativa. Além da aprofundada análise de literatura e proposta de um modelo atualizado, foi estudada uma Câmara Municipal localizada a norte do país, onde foram entrevistados cinco avaliadores e onze avaliados.
Foi possível concluir que o SIADAP tem dois grandes tipos de efeitos, sub-divididos. Os efeitos no comportamento dos indivíduos (1), nomeadamente, através de posturas individuais assumidas no contexto laboral, ao nível social e quando influenciados pela organização. Ao nível organizacional (2), o sistema de gestão de desempenho tem efeitos indiretos, ao nível de processo e capacidades organizacionais e efeitos diretos, relacionados com os resultados.
Este trabalho contribui para a literatura pelo facto de fornecer dados atualizados alicerçados na teoria e na prática. Aos gestores de recursos humanos e, particularmente, para os gestores e avaliadores da administração pública portuguesa, acrescenta valor porque permite regular, analisar, refletir e melhorar as práticas de gestão de desempenho.
The Integrated Management and Performance Evaluation System for Public Administration aims to contribute to the improvement of performance and quality in the provision of public administration services, ensuring the coherence and harmony between the provision of services and employees. The performance management and evaluation system in an organization must represent a credible process since it has effects both on the employee and on the organization. Considering that the consequences of performance management and evaluation systems is an under explored topic in the literature, this work aims to update the typology idealized by Franco-Santos, Lucianetti and Bourne (2012), to contextualize the typology to the public sector, and to illustrate the model usage, through a case of study. To respond to the objective of this research the qualitative methodology is used. Besides a thorough analysis of the literature and the proposal of an updated model, was studied a City Council located in the north of the country: five evaluators and eleven evaluated employees were interviewed. The performance management and evaluation system has two main effects. On the behavior of individuals (1), namely through individual positions assumed in the labor context, at social level and when influenced by the organization. At the organizational level (2), the performance management system has indirect effects, at the level of process and organizational capacities and direct effects, related to the results. This work contributes to the literature by providing updated data based on theory and practice. To human resources managers, and particularly to the managers and evaluators of the Portuguese public administration, it adds value because it allows regulating, analyzing, reflecting and improving performance management practices.
The Integrated Management and Performance Evaluation System for Public Administration aims to contribute to the improvement of performance and quality in the provision of public administration services, ensuring the coherence and harmony between the provision of services and employees. The performance management and evaluation system in an organization must represent a credible process since it has effects both on the employee and on the organization. Considering that the consequences of performance management and evaluation systems is an under explored topic in the literature, this work aims to update the typology idealized by Franco-Santos, Lucianetti and Bourne (2012), to contextualize the typology to the public sector, and to illustrate the model usage, through a case of study. To respond to the objective of this research the qualitative methodology is used. Besides a thorough analysis of the literature and the proposal of an updated model, was studied a City Council located in the north of the country: five evaluators and eleven evaluated employees were interviewed. The performance management and evaluation system has two main effects. On the behavior of individuals (1), namely through individual positions assumed in the labor context, at social level and when influenced by the organization. At the organizational level (2), the performance management system has indirect effects, at the level of process and organizational capacities and direct effects, related to the results. This work contributes to the literature by providing updated data based on theory and practice. To human resources managers, and particularly to the managers and evaluators of the Portuguese public administration, it adds value because it allows regulating, analyzing, reflecting and improving performance management practices.
Descrição
Esta versão contém as críticas e sugestões dos elementos do júri
Palavras-chave
Administração pública Avaliação de desempenho Gestão de desempenho SIADAP Performance appraisal Public sector Performance management