A avaliação do desempenho na Administração Pública

O SIADAP, Sistema de Avaliação do Desempenho na Administração Pública, surge como um novo paradigma de avaliação do desempenho, estratégico para a gestão das organizações do sector público, porque tem sido um enorme desafio para os serviços que o têm implementado, ou para os que ainda não o conseguiram fazer. Este trabalho pretende avaliar as opiniões de avaliadores e avaliados, relativamente ao sistema e à sua implementação numa autarquia. A abordagem metodológica seguida para a sua realização, foi uma análise qualitativa. O processo seguido foi o de realização de entrevistas gravadas com a finalidade de recolher a informação necessária ao desenvolvimento da dissertação. Foram estabelecidos os seguintes objetivos de trabalho: Apresentar e caracterizar o SIADAP, conhecer e analisar as opiniões dos avaliados e dos avaliadores em relação ao processo SIADAP, no que respeita ao seu conhecimento e experiência dos sistemas de avaliação, à importância atribuída e dificuldades na aplicação do atual processo de Avaliação do Desempenho dos Trabalhadores da Administração Pública, o papel da avaliação do desempenho enquanto ferramenta de gestão de recursos humanos, e instrumento de apoio na promoção de uma cultura de mérito. Para avaliadores e avaliados, o sistema apresenta uma avaliação globalmente positiva e com oportunidades de melhoria, embora existam pontos fracos e constrangimentos que não podem ser ignorados.

Gender Wage Gap in Public Administration.

Rapport de recherche présenté à la Faculté des arts et sciences en vue de l'obtention du grade de Maîtrise en sciences économiques.

Gender Wage Gap in Public Administration Quebec.

Rapport de recherche présenté à la Faculté des arts et des sciences en vue de l'obtention du grade de Maîtrise en sciences économiques.

Technical assistance in public administration, the domestic role: II, a report on the Brazilian program, University of Souther California, 1952-54,

Mode of access: Internet.

Report of a meeting on technical cooperation in public administration in dependent territories, New York, N.Y., 20 May 1954.

Mode of access: Internet.

Research in public administration:

Mode of access: Internet.

Public administration in an age of austerity:the future of the discipline

Reflecting changes in the nature of governance, some have questioned whether Public Administration is now an historical anachronism. While a legitimate debate exists between sceptics and optimists, this special issue demonstrates grounds for optimism by indicating the continuing diversity and adaptability of the field of Public Administration. In this introduction, we first sketch the variety of intellectual traditions which comprise the field of modern Public Administration. We then consider institutional challenges facing the subject given considerable pressures towards disciplinary fragmentation, and ideological challenges arising from a new distrust of public provision in the UK. Despite these challenges, Public Administration continues to provide a framework to analyse the practice of government and governance, governing institutions and traditions, and their wider sociological context. It can also directly inform policy reform - even if this endeavour can have its own pitfalls and pratfalls for the 'engaged' academic. We further suggest that, rather than lacking theoretical rigour, new approaches are developing that recognise the structural and political nature of the determinants of public administration. Finally, we highlight the richness of modern comparative work in Public Administration. Researchers can usefully look beyond the Atlantic relationship for theoretical enhancement and also consider more seriously the recursive and complex nature of international pressures on public administration. © The Author(s) 2012 Reprints and permissions: sagepub.co.uk/journalsPermissions.nav.

An overview of IT outsourcing in public secto agenices

For the past 15 years, governments in the developed, Western world have been contracting out, or outsourcing, services as a key part of public sector reforms. Outsourcing has been argued to lead to cost savings, improved discipline, better services, access to scarce skills, and the capacity for managers to focus more time on the core business of their organizations (Domberger, 1998). Government outsourcing initiatives have encompassed a range of services, but given the large sums of money invested in IT assets, the outsourcing of IT services (IT outsourcing, or ITO) has been a major initiative for many agencies. Lacity and Willcocks (1998, p. 3) defined ITO as "handing over to a third party [the] management of IS/IT assets, resources and/or activities for required results." For public-sector outsourcing, this handover is usually made by way of a competitive tender. Case studies have reported ITO successes and failures (e.g., Currie & Willcocks, 1998; Rouse & Corbitt, 2003; Willcocks & Currie, 1997; Willcocks & Lacity, 2001; Willcocks & Kern, 1998), but much of the evidence presented to public-sector decision makers to justify this reform is anecdotal and unsystematic, and when investigated in depth, does not necessarily support widespread conclusions.