O senior executive service (SES): especial referência ao perfil do top public service (TPS) em Portugal

Alguns dos países da OCDE (2002) enfrentam, hoje, problemas relacionados ao emprego público e à sua competitividade (recrutamento, retenção de pessoal, falta crítica de habilidades e competências, etc.). Em nível de recrutamento (OCDE, 2002), os países que já identificaram o problema são o Canadá, a Dinamarca e a Finlândia; a falta crítica de habilidades e de competências foi já identificada por: Itália, Coreia, Noruega, Polónia, Portugal1 , Espanha, Áustria e Alemanha. O desenho e a implementação de estratégias de recursos humanos nas organizações públicas desenrolam-se em ambiente altamente politizado (LACOVIELLO, 1996) e o processo de decisão está sujeito a influências que tomam proporções maiores pelas características particulares que apresentam e pelo conflito essencial que decorre das relações entre políticos e burocratas.

The use of quantitative performance information by local elected politicians in top managers’ performance evaluation: case studies

This paper studies the use of results oriented performance information (outputs and outcomes) by local elected politicians (aldermen) in top managers’ performance evaluation. The main goal is to understand the top managers’ performance evaluation process conducted by Portuguese aldermen and to identify the dominant evaluation style. In line with Bogt (2001), an exploratory field research was developed in three large municipalities: Porto, Braga and Matosinhos. We intend to answer the following research questions: to what extent are local politicians (aldermen) 1 using results information (about outputs and outcomes) to evaluate top managers’ performance? Do aldermen give any importance to quantitative output information and report them on current planning and control documents? Will the output performance information be used on performance evaluation in a different way concerning policy field (task orientation)? Based on the Hopwood evaluation styles (adapted from the private to the public sector by Bogt, 2001), we have found that the performance evaluation process of top managers is more featured by the ‘operations-conscious styles’ (or ‘implicit style’). Portuguese aldermen recognize the importance to quantify outputs and outcomes, but these days they focus on the information about activities and the realized operations when they evaluate performance. We haven´t found significant differences between different tasks (some exceptions for culture and environment areas). However, the municipality of Matosinhos paid more attention on quantitative performance information. This finding is reinforced by the quality of quantitative data on outputs reported on its management report. Generally speaking, aldermen are aware that more attention should be paid to quantitative information about results and performance, taking into account recent reforms introduced in Portuguese municipalities (PLG) on this field, but the ‘implicit’ style is dominant.