The present dissertation addresses the evaluation of functional performance within the Public
Accounts Office of Pará (MPC/PA), an institution that implemented this process in 2018 and
has not conducted any diagnostic since then. Furthermore, although this topic is more
common in the private sector, it has gained prominence in the public service. Therefore, given
the importance of the subject, the research was guided by the following question: In the
perception of MPC/PA employees, what does the diagnosis of functional performance
evaluation reveal for the improvement of the process? The general objective was to assess the
perception of MPC/PA employees regarding the current functional performance evaluation
process in order to enhance the evaluation instrument. In this direction, the specific objectives
outlined for the study were: a) Identify the limits and challenges of the functional
performance evaluation system carried out by MPC/PA, and b) Identify actions that can be
adopted by MPC/PA to improve the employee performance evaluation process. The
theoretical approach used encompasses the conception of performance evaluation throughout
the evolution of personnel management, its limits, challenges, and its relationship with public
administration, as well as the various reforms carried out in the public administration during
this period. The research methodology included bibliographic research, documentary analysis,
and a case study conducted through a questionnaire. This questionnaire, in addition to
collecting participant profiles, included six dimensions related to the performance evaluation
process: general aspects, culture, leadership, compensation, team, and fairness. The research
instrument was directed to all MPC/PA employees and had 68 respondents out of a population
of 77 individuals. Among the main results, employees' perception revealed a desire for the
performance evaluation process to be reformulated and improved, its contribution to
functional enhancement, the leadership of supervisors, the benefits and challenges of linking
compensation to performance evaluation results, organizational immaturity in relation to
performance evaluation, and employees' desire to evaluate their immediate supervisors. Based
on this, it was possible to identify the limits and challenges of the MPC/PA's performance
evaluation system and propose actions for process improvement.
|
