Proposta de sistema de mensuração de desempenho para auxílio à tomada de decisão de gestores: estudo de caso em uma Fundação Pública Hospitalar de Ensino

Abstract

Over the years, several reforms have been undertaken by different governments in pursuit of public sector modernization and of efficient and effective services to social demands. Among these restructuring, in the 90s, emerged the New Public Management Model. This model visualized the need and the opportunity to employ in the Public Administration methodologies of strategic management. Thus, in the public sphere, were inserted tools already successful in the private sector. One of these tools was the Balanced Scorecard, which is based on four perspectives capable of aligning the objectives with the organizational strategy and that advocates the practice of performance indicators interconnected in a cause and effect relationship. Based on this assumption, this work investigated a Hospital Foundation of Teaching, of the Indirect Administration of the Executive Power of the State of Amazonas, located in Manaus. This foundation is considered a reference in outpatient and inpatient care and in teaching and research practice. The general objective was to propose a performance measurement system capable of assisting the decision-making process of managers. For this, the following specific objectives were also defined: Referencing studies in the areas of Public Management, Strategy, Organizational Performance Measurement Systems and Hospital Evaluation Indicators; Analyze the performance indicators present in the Management Reports for the years 2013, 2014 and 2015; Analyze the professional profile of hospital managers; Investigate if the information present in the Management Reports of the unit are used by managers for decision making; And Understand which performance indicators are considered relevant by hospital managers for the decision-making process.Thus, an applied research was conducted, with a qualitative-quantitative approach and a descriptive objective. In addition to being a case study, other procedures were adopted, such as bibliographical research, documentary analysis and field survey and research, with structured interviews with the managers of the organization. In this way, through content analysis and descriptive statistics, a set of performance indicators focused on the specific reality of the foundation was conceived and based on the needs of the managers and applicable regulations. At the end of the study, the strategic map that correlates the organizational objectives in order to reach the strategic mission was also presented.