The implementation of the managerial model in the Brazilian public service has guided several
changes in the Judiciary Branch, so that it can deliver a fast, efficient and effective justice to
society. Thus arises the need to plan its human resources in accordance with strategic goals, a
practice still scarce in the public sector. In this scope, the research proposes to develop a human
resources planning model that enables its integration with the TJPA’s organizational strategic
planning. Therefore, three specific objectives were defined: to describe the current personnel
planning model, to observe how it interacts with organizational strategic planning and to point
out operational concepts that can be contributed to the intended model. The theoretical
framework presents the main aspects of personnel planning, its contextualization in public
management and the importance of integrating it into organizational strategic planning. The
systemic approach was highlighted for the desired integration, using the concepts of complexity,
systems and communication of the Theory of Self-referential Systems. The research uses the
heuristic method, adopts mixed method with nested strategy concomitant and is classified as
applied research with exploratory and descriptive objectives, having been guided by 3
independent variables and 8 dependent variables that investigate practices regarding the
allocation, development and strategic management of people. As a research strategy, the case
study was adopted, with semi-structured interviews as the main instrument. Qualitative data
were submitted to content analysis, while quantitative data were processed by descriptive
statistical methods. The coding and categorization process was defined based on the
interviewees' speech and theoretical reference, resulting in 3 central codes covering 9 thematic
categories. Through the serendipity process, three thematic categories were listed: discretion,
organizational culture and communication. The research hypotheses were confirmed, once it
was observed that the practices of the personnel area that make up the TJPA personnel planning
are not integrated among themselves, with the predominance of linear logic (cause-effect) to
the detriment of a systemic modus operandi (cause-effect-cause), as well as that the current
model also does not favor its integration with organizational strategic planning, due to the
isolation that prevails in operations. In the end, an initial proposal for a strategic planning model
for people with a systemic/communicative approach was presented.
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