Tomada de decisão à luz das necessidades humanas universais: o dilema dos servidores públicos

• Ano de defesa: 2023
• Autor(a) principal: Abrahão, Bianca da Silva
• Outros Autores: [e-mail]
• Orientador(a): Kurtz, Renata Geórgia Motta
• Banca de defesa: Tractenberg, Leonel Estevao Finkelsteinas , Ferragi, Cesar Alves
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade do Estado do Rio de Janeiro
• Programa de Pós-Graduação: Programa de Pós-Graduação em Controladoria e Gestão Pública
• Departamento: Centro de Ciências Sociais::Faculdade de Administração e Finanças
• País: Brasil
• Palavras-chave em Português: Administração pública; Servidor público.; Tomada de decisão; Necessidades humanas universais; Comunicação Não-violenta
• Palavras-chave em Inglês: Public administration; Public servant; Decision making; Universal human needs; Nonviolent communication
• Área do conhecimento CNPq: CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO::ADMINISTRACAO PUBLICA::ADMINISTRACAO DE PESSOAL
• Link de acesso: http://www.bdtd.uerj.br/handle/1/20368

The governance policy established in the Government of the State of Rio de Janeiro, through Decree No. 47053/2020 published on 04/29/2020, brought a new guideline for the decision making of public managers, when considering the establishment of principles ofgood public governance and the premises for the exercise of sustainable governance. However, despite the normative being in line with the purposes to be observed by the Public Administration internationally, since its implementation, it has faced challenges that impacted the effectiveness of the expected results. In this context, we seek to understand how universal human needs relate to decision making, from the perspective of the effective public servant in management activities, especially after the implementation of Decree 47053/2020. The work is based on Manfred Max-Neef's Theory of Development on a Human Scale (TDHS) which, in a re- reading of Maslow's hierarchy of needs, resignifies the way needs present themselves to each individual. From this perspective, human needs are subject to cultural, temporal, and situational influences, which allows each individual, except for the basic needs, to have, among the defined needs, their own order of needs, establishing strategies for their satisfaction. Max-Neef's ideas are complemented by the studies of Marshall Rosenberg who, using Nonviolent Communication (CNV), understands that our needs correspond to values on which our feelings are based. Thus, there are different feelings when needs are or are not met. For Rosenberg, there is no hierarchy in the needs, since their relevance oscillates depending on internal and external factors to the individuals, the institutions, and the temporal and spatial contexts (historical-social, legal-political, and cultural, among others). The research has a qualitative approach and the methodology used to meet the proposed objectives will be in-depth interviews, conducted with effective public servants in management activities, as of theedition of the decree. The findings show that some managers are unaware of the governance practice and those who claimed to know and apply, especially the mentioned decree, did not know how to specify effective practices arising from the normative. In addition, factors that favor and hinder decision making were identified, and these factors are related to the relevance of the activity developed by managers within the state structure, as well as to whether the activity performed by the manager is close to the high level or at the top. Finally, it was found that in the exercise of their activities, managers have needs that are met and unmet, both personal and professional.