Implementação do Programa de Gestão e Desempenho: estudo em uma universidade federal no Estado de Minas Gerais

• Ano de defesa: 2025
• Autor(a) principal: Andrade, Mariana Raquel de Oliveir
• Outros Autores: https://orcid.org/0009-0003-7008-094X
• Orientador(a): Tonelli, Dany Flavio
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Federal de Lavras; Faculdade de Ciências Sociais Aplicadas (FCSA)
• Programa de Pós-Graduação: Programa de Pós-Graduação em Administração Pública
• Departamento: Departamento de Administração Pública
• País: brasil
• Palavras-chave em Português: Teletrabalho; Avaliação de desempenho; Gestão pública; Sistemas de informação; Produtividade no trabalho; Inovação tecnológica; Telework; Performance evaluation; Public management; Work productivity; Technological innovation
• Área do conhecimento CNPq: Ciências Sociais Aplicadas
• Link de acesso: https://repositorio.ufla.br/handle/1/60312

This study aimed to analyze the implementation of the Management and Performance Program (Programa de Gestão e Desempenho – PGD) in the telework modality at the Federal University of Lavras (UFLA). A qualitative-quantitative research was conducted through a case study, involving the application of a questionnaire to technical-administrative staff engaged in telework and semi-structured interviews with managers directly involved in the process. Descriptive statistics were used to analyze the questionnaire data, while content analysis was applied to the interviews. The results show that the adoption of the PGD at UFLA was driven by factors such as the modernization of public administration, internal pressure from staff following federal regulation of telework, and prior experience during the pandemic. However, the implementation faced challenges related to remote supervision, the absence of clear internal regulations, lack of objective criteria for participation and monitoring, and cultural and technical barriers to results-based management. The quantitative analysis confirmed these findings and provided insight into staff perceptions of their experience with the PGD. Among the main perceived benefits were reduced transportation costs, improved quality of life, greater flexibility in working hours, and increased autonomy in task execution. Nonetheless, the study revealed difficulties such as the need for personal investment in infrastructure and the lack of institutional training for telework. In terms of management, progress was observed in fostering a results-oriented culture, with the use of targets and a perceived increase in productivity and work quality. However, concerns remain regarding integration with on-site colleagues and perceptions of unequal performance evaluations. Ultimately, the broad adaptation of staff to the model and the strong preference for the continuation of telework suggest that, when well-structured, the PGD can meet the expectations of the workforce, promoting their engagement and retention within the institution. At the same time, it provides public management with tools to assess outcomes, align organizational goals, and enhance telework and human resource management policies. The study’s findings also highlight that the effectiveness of telework depends on consistent integration of infrastructure and technology, planning, organizational culture, and people management practices. The absence of such integration may compromise both institutional performance and the quality of the staff’s work experience.