O Programa de Gestão e Desempenho (PGD) na Universidade Federal de Uberlândia: análise sob as perspectivas dos modelos gerencial e societal na Administração Pública

Abstract

This study analyzed the implementation of the Management and Performance Program at the Federal University of Uberlândia, examining its relationship with the managerial and societal models in Public Administration. The main objective was to investigate how the Program can reconcile the pursuit of administrative efficiency with the need for employee participation, considering the challenges and impacts of telework in public universities. The research adopted a qualitative approach, based on document analysis and direct observation of institutional panels from UFU and the Ministry of Management and Innovation in Public Services. Data were systematized into analytical categories, including the focus of the Program, evaluation and control, participation, qualification, and inclusion. The results demonstrate that the implementation of the Program at UFU reflects a hybrid model, seeking a balance between managerial logic and elements of societal administration. However, the predominance of the managerialist model is evident, with a strong emphasis on performance measurement, productivity control, and individualized monitoring of deliverables. Although UFU has incorporated some more inclusive practices, such as the creation of Local Committees to monitor the Program, significant barriers still exist for effective participation. Additionally, it was identified that training actions are limited to technical instruction, without broader approaches to managing remote teams and professional development within the context of hybrid work. Technological infrastructure also proved to be a challenge, as employees are responsible for ensuring their own working conditions, which creates inequalities in access to the Program. It is concluded that UFU can improve the implementation of the Program by adopting an institutional agenda that strengthens participation, expands deliberative spaces, and ensures adequate conditions for employees to join the program. It is recommended to create permanent channels and spaces for discussion, expand qualitative performance evaluation indicators, provide training for participants, supervisors, and managers, and implement inclusive actions for physical and digital accessibility, with equity, transparency, and appreciation of employees.