OS ESTUDOS EMPÍRICOS INTERNACIONAIS NO SETOR PÚBLICO TÊM FEITO USO DOS SISTEMAS DE AVALIAÇÃO DE DESEMPENHO EM SUA PLENITUDE?

Autores

DOI:

https://doi.org/10.19177/reen.v12e02019207-232

Palavras-chave:

Setor Público, Desempenho no setor público, Sistemas de Avaliação de Desempenho, Ciclo de Vida, Revisão de Literatura.

Resumo

Essa investigação objetiva mapear as características dos estudos empíricos internacionais de Avaliação de Desempenho no setor público a fim de identificar seu estágio de evolução e oportunidades de pesquisa. Esta pesquisa é qualitativa e, por meio do Proknow-C, selecionou 45 artigos empíricos referentes à Avaliação de Desempenho no Setor Público. Mediante análise, identificou-se que nos últimos anos, há uma tendência à identificação do impacto dos SADs nas organizações; os estudos têm predominância nas fases de design/concepção e implementação do Ciclo de Vida dos SADs; há carência de estudos longitudinais que abordem todas essas fases.

Referências

AGOSTINO, D.; ARNABOLDI, M. Performance measurement systems in public service networks. The what, who, and how of control. Financial Accountability & Management, v. 34, n. 2, p. 103-116, 2018. [1]

ARAÚJO, S. S.; MATOS, L. S.; ENSSLIN, S. R. Compras públicas sob a perspectiva da avaliação de desempenho: uma revisão de literatura e agenda de pesquisa. Revista Gestão & Conexões, v. 9, n. 1, p. 99-127, 2020.

BALLANTINE, J.; BRIGNALL, S.; MODELL, S. Performance measurement and management in public health services: a comparison of UK and Swedish practice. Management Accounting Research, v. 9, n. 1, p. 71-94, 1998. [2]

BITITCI, U. et al. Performance measurement: challenges for tomorrow. International Journal of Management Reviews, v. 14, n. 3, p. 305-327, 2012. [1AD]

BORTOLUZZI, S. C. et al., Avaliação de Desempenho em Redes de Pequenas e Médias Empresas: Estado da arte para as delimitações postas pelo pesquisador. Revista Eletrônica de Estratégia & Negócios, v. 4, n. 2, p. 202-222, 2011.

BOURNE, M. Performance measurement: learning from the past and projecting the future. Measuring Business Excellence, v. 12 n. 4, p. 67-72, 2008. [2AD]

BOURNE, M. et al. Performance measurement and management: a system of systems perspective. International Journal of Production Research, v. 56, n. 8, p. 2788-2799, 2018. [3AD]

BOURNE, M.; MELNYK, S.; BITITCI, U. S. Performance measurement and management: theory and practice. International Journal of Operations & Production Management, v. 38 n. 11, p. 2010-2021, 2018. [4AD]

BOURNE, M. et al. Designing, implementing and updating performance measurement systems. International Journal of Operations & Production Management, v. 20 n. 7, p. 754-771, 2000. [5AD]

BOURNE, M. et al. Implementing performance measurement systems: a literature review. International Journal of Business Performance Management, v. 5, n. 1, p. 1-24, 2003. [6AD]

BOYNE, G. A. Scale, performance and the new public management: an empirical analysis of local authority services. Journal of Management Studies, v. 33, n. 6, p. 809-826, 1996. [3]

BRACCI, E.; MARAN, L.; INGLIS, R. Examining the process of performance measurement system design and implementation in two Italian public service organizations. Financial Accountability & Management, v. 33, n. 4, p. 406-421, 2017. [4]

CALDATTO, F. C.; BORTOLUZZI, S. C.; DE LIMA, E. P. The Role of Public Administration in Sustainable Development. In: International Business, Trade and Institutional Sustainability. Springer, Cham, 2020. p. 69-79.

CARNEIRO-DA-CUNHA, J.; HOURNEAUX JR, F.; CORRÊA, H. L. Evolution and chronology of the organisational performance measurement field. International Journal of Business Performance Management, v. 17, n. 2, p. 223-240, 2016. [7AD]

CATUOGNO, S. et al. Balanced performance measurement in research hospitals: the participative case study of a haematology department. BMC health services research, v. 17, n. 1, p. 522, 2017. [5]

CEPIKU, D. et al. Performance information use in public administration: an exploratory study of determinants and effects. Journal of Management & Governance, v. 21, n. 4, p. 963-991, 2017. [6]

CHANG, L. The NHS performance assessment framework as a balanced scorecard approach: Limitations and implications. International Journal of Public Sector Management, v. 20, n. 2, p. 101-117, 2007. [7]

CHOW‐CHUA, C.; GOH, M. Framework for evaluating performance and quality improvement in hospitals. Managing Service Quality: An International Journal, v. 12, n. 1, p. 54-66, 2002. [8]

CRESWELL, J. W.; CRESWELL, J. David. Research design: Qualitative, quantitative, and mixed methods approaches. Sage publications, 2014.

DALE, S. et al. An evaluation of the economic and business investment impact of an integrated package of public transport improvements funded by a Workplace Parking Levy. Transportation Research Part A: Policy and Practice, v. 101, p. 149-162, 2017. [9]

DUTRA, A. et al. The construction of knowledge from the scientific literature about the theme seaport performance evaluation. International Journal of Productivity and Performance Management, v. 64, n. 2, p. 243- 269, 2015.

ENSSLIN, L. et al. Performance assessment model for bank client's services and business development process: a constructivist proposal. International Journal of Applied Decision Sciences, v. 11, n. 1, p. 100-126, 2018. [10]

ENSSLIN, L.; ENSSLIN, S. R.; PINTO, H. M. Processo de investigação e Análise bibliométrica: Avaliação da Qualidade dos Serviços Bancários. Revista de Administração Contemporânea, v. 17, n.3, p. 325-349, 2013.

FERREIRA, M. R.; CARVALHO, A.; TEIXEIRA, F. Non-governmental development organizations (NGDO) performance and funds—a case study. Journal of Human Values, v. 23, n.3, p. 178-192, 2017. [11]

FRANCO-SANTOS, M.; BOURNE, M. An examination of the literature relating to issues affecting how companies manage through measures. Production Planning & Control, v. 16, n. 2, p. 114-124, 2005. [8AD]

FRANCO‐SANTOS, M.; OTLEY, D. Reviewing and theorizing the unintended consequences of performance management systems. International Journal of Management Reviews, v. 20, n. 3, p. 696-730, 2018. [9AD]

FRANCO‐SANTOS, M. et al. Towards a definition of a business performance measurement system. International Journal of Operations & Production Management, v. 27, n. 8, p. 784-801, 2007. [10AD]

FRANCO-SANTOS, M.; LUCIANETTI, L.; BOURNE, M. Contemporary performance measurement systems: A review of their consequences and a framework for research. Management Accounting Research, v. 23, n. 2, p. 79-119, 2012. [11AD]

GHALAYINI, A. M.; NOBLE, J. S. The changing basis of performance measurement. International Journal of Operations & Production Management, v. 16, n. 8, p. 63-80, 1996. [12AD]

GODDARD, M.; MANNION, R.; SMITH, P. C. Assessing the performance of NHS Hospital Trusts: the role of ‘hard’and ‘soft’information. Health policy, v. 48, n. 2, p. 119-134, 1999. [12]

GOH, S. C.; ELLIOTT, C.; RICHARDS, G. Performance management in Canadian public organizations: findings of a multi-case study. International Journal of Productivity and Performance Management, v. 64, n. 2, p. 157-174, 2015. [13]

GOMES, P.; MENDES, S. M.; CARVALHO, J. Impact of PMS on organizational performance and moderating effects of context. International Journal of Productivity and Performance Management, v. 66, p. 517-538, 2017. [14]

GOSHU, Y. Y.; KITAW, D. Performance measurement and its recent challenge: a literature review. International Journal of Business Performance Management, v. 18, n. 4, p. 381-402, 2017. [13AD]

GREATBANKS, R.; TAPP, D. The impact of balanced scorecards in a public sector environment: Empirical evidence from Dunedin City Council, New Zealand. International Journal of Operations & Production Management, v. 27, n. 8, p. 846-873, 2007. [15]

GRIGOROUDIS, E.; ORFANOUDAKI, E.; ZOPOUNIDIS, C. Strategic performance measurement in a healthcare organisation: A multiple criteria approach based on balanced scorecard. Omega, v. 40, n. 1, p. 104-119, 2012. [16]

HADEBE, L. B.; KHUMALO, R. Assessing Key Performance Indicators in Government Secondary Schools of Matabeleland Region in Zimbabwe. International Journal of Education and Practice, v. 6, n. 2, p. 84-106, 2018. [17]

HASAN, H.; TIBBITS, H. R. Strategic management of electronic commerce: an adaptation of the balanced scorecard. Internet Research, v. 10, n. 5, p. 439-450, 2000. [18]

JÄÄSKELÄINEN, A.; LÖNNQVIST, A.; KULMALA, H. I. Designing a performance measurement system to support outsourcing decisions in a Finnish university. International Journal of Public Sector Performance Management, v. 2, n. 3, p. 237-252, 2015. [19]

KARNAUSKAITĖ, D. et al. Assessing coastal management case studies around Europe using an indicator based tool. Journal of Coastal Conservation, v. 22, n. 3, p. 549-570, 2018. [20]

KESKIN, B.; KÖKSAL, C. D. A hybrid AHP/DEA-AR model for measuring and comparing the efficiency of airports. International Journal of Productivity and Performance Management, v. 68, n. 3, p. 524-541, 2019. [21]

KIM, D. W.; KIM, Y. M.; LEE, S. E. Development of an energy benchmarking database based on cost-effective energy performance indicators: Case study on public buildings in South Korea. Energy and Buildings, v. 191, p. 104-116, 2019. [22]

KOLLBERG, B.; ELG, M.; LINDMARK, J. Design and implementation of a performance measurement system in Swedish health care services: a multiple case study of 6 development teams. Quality Management in Healthcare, v. 14, n. 2, p. 95-111, 2005. [23]

KUHLMANN, S. Performance Measurement in European local governments: a comparative analysis of reform experiences in Great Britain, France, Sweden and Germany. International Review of Administrative Sciences, v. 76, n. 2, p. 331-345, 2010. [24]

KUHLMANN, S.; BOGUMIL, J. Performance measurement and benchmarking as “reflexive institutions” for local governments: Germany, Sweden and England compared. International Journal of Public Sector Management, v. 31, n. 4, p. 543-562, 2018. [25]

KUO, M. S.; LIANG, G. S. A soft computing method of performance evaluation with MCDM based on interval-valued fuzzy numbers. Applied Soft Computing, v. 12, n. 1, p. 476-485, 2012. [26]

LEGA, F.; MARSILIO, M.; VILLA, S. An evaluation framework for measuring supply chain performance in the public healthcare sector: evidence from the Italian NHS. Production Planning & Control, v. 24, n.10-11, p. 931-947, 2013. [27]

MATOS, L. S.; ENSSLIN, S. R.; ENSSLIN, L. A Review on the Performance Measurement Systems Life Cycle. Lex Localis-Journal of Local Self-Government, v. 17, n. 4, p. 939-959, 2019.

MATOS, L. S. et al. Development of performance evaluation theme: A systematic analysis of the literature. Contextus: Revista Contemporânea de Economia e Gestão, v. 17, n. 2, p. 63-97, 2019.

MELNYK, S. A. et al. Is performance measurement and management fit for the future?. Management Accounting Research, v. 25, n. 2, p. 173-186, 2014. [14AD]

MELNYK, S. A.; STEWART, D. M.; SWINK, M. Metrics and performance measurement in operations management: dealing with the metrics maze. Journal of Operations Management, v. 22, n. 3, p. 209-218, 2004. [15AD]

MENDES, P. et al. Evaluating municipal solid waste management performance in regions with strong seasonal variability. Ecological Indicators, v. 30, p. 170-177, 2013. [28]

MENDES, P. et al. The balanced scorecard as an integrated model applied to the Portuguese public service: a case study in the waste sector. Journal of Cleaner Production, v. 24, p. 20-29, 2012. [29]

MICHELI, P.; NEELY, A. Performance measurement in the public sector in England: Searching for the golden thread. Public Administration Review, v. 70, n. 4, p. 591-600, 2010. [30]

NEELY, A. The performance measurement revolution: why now and what next?. International Journal of Operations & Production Management, v. 19, n. 2, p. 205-228, 1999. [16AD]

NEELY, A. The evolution of performance measurement research: developments in the last decade and a research agenda for the next. International Journal of Operations & Production Management, v. 25, n. 12, p. 1264-1277, 2005.

NEELY, A.; GREGORY, M.; PLATTS, K. Performance measurement system design: A literature review and research agenda. International Journal of Operations & Production Management, v. 25, n. 12, p. 1228-1263, 2005. [17AD]

NUDURUPATI, S. S. et al. State of the art literature review on performance measurement. Computers & Industrial Engineering, v. 60 n. 2, p. 279-290, 2011. [18AD]

OKWIR, S. et al. Performance measurement and management systems: a perspective from complexity theory. International Journal of Management Reviews, v. 20, n. 3, p. 731-754, 2018. [19AD]

OTLEY, D. Extending the boundaries of management accounting research: developing systems for performance management. The British Accounting Review, v. 33, n. 3, p. 243-261, 2001. [20AD]

OTLEY, D. Management control and performance management: whence and whither?. The British Accounting Review, v. 35, n. 4, p. 309-326, 2003. [21AD]

PAVLOV, A.; BOURNE, M. Explaining the effects of performance measurement on performance: An organizational routines perspective. International Journal of Operations & Production Management, v. 31, n. 1, p. 101-122, 2011. [22AD]

PEDROSO, G.; BERMANN, C.; SANCHES-PEREIRA, A. Combining the functional unit concept and the analytic hierarchy process method for performance assessment of public transport options. Case Studies on Transport Policy, v. 6, n. 4, p. 722-736, 2018. [31]

PETTERSEN, I. J.; NYLAND, K. Management and control of public hospitals—the use of performance measures in Norwegian hospitals. A case‐study. The International Journal of Health Planning and Management, v. 21, n. 2, p. 133-149, 2006. [32]

PRYSMAKOVA, P.; TANTARDINI, M.; POTKAŃSKI, T. The Role of Financial Performance in Motivating Polish Municipal Employees. Review of Public Personnel Administration, v. 39, n. 1, p. 75-105, 2019. [33]

RAJ, A.; KHANNA, R. Benchmarking performance of governance quality in Indian states using MCDM techniques. Benchmarking: An International Journal, v. 25 n. 8, p. 2850-2874, 2018. [34]

RAM, C.; MONTIBELLER, G. Exploring the impact of evaluating strategic options in a scenario-based multi-criteria framework. Technological Forecasting and Social Change, v. 80, n. 4, p. 657-672, 2013. [35]

RANTALA, T.; UKKO, J. Performance evaluation to support European regional development–A university–industry perspective. European Planning Studies, v. 27, n. 5, p. 974-994, 2019. [36]

RANTANEN, H. et al. Performance measurement systems in the Finnish public sector. International Journal of Public Sector Management, v. 20, n. 5, p. 415-433, 2007. [37]

RANTANEN, H.; LEVA, K.; PEKKOLA, S. Performance measurement implementation in a knowledge-based public organisation. International Journal of Business and Systems Research, v. 1, n. 3, p. 343-353, 2007. [38]

RICHARDSON, R. J. Pesquisa social: métodos e técnicas. São Paulo: Atlas, 1999.

RODRIGUES, A. P. et al. Developing criteria for performance assessment in municipal solid waste management. Journal of Cleaner Production, v. 186, p. 748-757, 2018. [39]

ROUSE, P.; PUTTERILL, M. An integral framework for performance measurement. Management Decision, v. 41, n. 8, p. 791-805, 2003. [23AD]

THIEL, G. G.; ENSSLIN, S. R.; ENSSLIN, L. Street lighting management and performance evaluation: opportunities and challenges. Lex Localis, v. 15, n. 2, p. 303-328, 2017.

UMASHEV, C.; WILLETT, R. Challenges to implementing strategic performance measurement systems in multi‐objective organizations: the case of a large local government authority. Abacus, v. 44, n. 4, p. 377-398, 2008. [40]

VALMORBIDA, S. M. I.; ENSSLIN, L. Construção de conhecimento sobre avaliação de desempenho para gestão organizacional: uma investigação nas pesquisas científicas internacionais. Revista Contemporânea de Contabilidade, v. 13, n. 28, p. 123-148, 2016.

VALMORBIDA, S. M. I. et al. Rankings universitários mundiais. Que dizem os estudos internacionais?. REICE. Revista Iberoamericana sobre Calidad, Eficacia y Cambio en Educación, v. 14, n. 2, p. 5-29, 2016.

VALMORBIDA, S. M. I.; ENSSLIN, S. R. Performance evaluation of university rankings: literature review and guidelines for future research. International Journal of Business Innovation and Research, v. 14, n. 4, p. 479-501, 2017.

VALMORBIDA, S. M. I.; ENSSLIN, S. R.; ENSSLIN, L. Avaliação de Desempenho e Contabilidade Gerencial: Revisão Integrativa da Literatura para Superar as Dificuldades de Aplicação Prática da Avaliação de Desempenho na Gestão Organizacional. Journal of Accounting, Management and Governance, [S.l.], v. 21, n. 3, p. 339-360, 2018.

VAN CAMP, J.; BRAET, J. Taxonomizing performance measurement systems’ failures. International Journal of Productivity and Performance Management, v. 65, n. 5, p. 672-693, 2016. [24AD]

VAN EGMOND, P.; NIJKAMP, P.; VINDIGNI, G. A comparative analysis of the performance of urban public transport systems in Europe. International Social Science Journal, v. 55, n. 176, p.235-247, 2003. [41]

WAHEED, A. et al. How new HRM practices, organizational innovation, and innovative climate affect the innovation performance in the IT industry: A moderated-mediation analysis. Sustainability, v. 11, n. 3, p. 621, 2019. [42]

WANG, C. N.; LE, A. L. Measuring the Macroeconomic Performance among Developed Countries and Asian Developing Countries: Past, Present, and Future. Sustainability, v. 10, n. 10, p. 3664, 2018. [43]

WANG, N. et al. Evaluation of Urban circular economy development: An empirical research of 40 cities in China. Journal of Cleaner Production, v. 180, p. 876-887, 2018. [44]

YIGITBASIOGLU, O. M.; VELCU, O. A review of dashboards in performance management: Implications for design and research. International Journal of Accounting Information Systems, v. 13, n. 1, p. 41-59, 2012. [25AD]

ZHANG, X. et al. Evaluation of urban public transport priority performance based on the improved TOPSIS method: A case study of Wuhan. Sustainable Cities and Society, v. 43, p. 357-365, 2018. [45]

Downloads

Publicado

2020-05-08

Edição

v. 13 (2020): Edição Especial 1 CIDESP 2018 / 2019

Seção

Artigos Científicos

Licença

Autores que publicam nesta revista concordam com os seguintes termos:

O(s) autor(es) autoriza(m) a publicação do texto na da revista;

O(s) autor(es) garantem que a contribuição é original e inédita e que não está em processo de avaliação em outra(s) revista(s);

A revista não se responsabiliza pelas opiniões, idéias e conceitos emitidos nos textos, por serem de inteira responsabilidade de seu(s) autor(es);

É reservado aos editores o direito de proceder a ajustes textuais e de adequação às normas da publicação.

Autores mantém os direitos autorais e concedem à revista o direito de primeira publicação, com o trabalho simultaneamente licenciado sob a Licença Creative Commons Attribution que permite o compartilhamento do trabalho com reconhecimento da autoria e publicação inicial nesta revista.

Autores têm autorização para assumir contratos adicionais separadamente, para distribuição não-exclusiva da versão do trabalho publicada nesta revista (ex.: publicar em repositório institucional ou como capítulo de livro), com reconhecimento de autoria e publicação inicial nesta revista.

Autores têm permissão e são estimulados a publicar e distribuir seu trabalho online (ex.: em repositórios institucionais ou na sua página pessoal) a qualquer ponto antes ou durante o processo editorial, já que isso pode gerar alterações produtivas, bem como aumentar o impacto e a citação do trabalho publicado (Veja O Efeito do Acesso Livre) em http://opcit.eprints.org/oacitation-biblio.html