Performance Measurement Systems (PMS) as a Tool to Translate Accountability to the Public Administration Factory Floor

Informações

Código: EnAPG465
Divisão: EnAPG - Administração Pública Administração Pública
Tema de Interesse: Tema 07 - Organização e Gestão de Serviços Públicos

Autores

Alexandre Handfas (Curso de Graduação em Administração Pública/FGV/EAESP - Fundação Getulio Vargas/Esc de Admin de Empresas de São Paulo) alexhandfas@gmail.com
William Silva Souza (Cursod de Graduação em Administração Pública/FGV/EAESP - Fundação Getulio Vargas/Esc de Admin de Empresas de São Paulo) william.souza@gestaopublica.etc.br
Gustavo Andrey de Almeida Lopes Fernandes () gustavo.fernandes@fgv.br
Juliana Bonomi Santos de Campos (Prog de Pós-Grad em Admin da FEI - PPGA-FEI/FEI - Centro Universitário da FEI) juliana.bonomi@fgv.br

Resumo

This paper’s premise is that there is a gap between public sector performance measurement literature and the accountability academic discussion. The literature accompanied the rise of PM practices in government but missed the link between the establishment of such practices and the impact that they had on the making public administration accountable dimension. With the aim of filling this gap, the present paper makes a structured review of the public sector’s performance measurement literature. The literature review, therefore, was carried out through a thorough research of the publications in the most important journals in the field. The study presented results that indicate that the analyzed literature is clearly focused on measuring the outcomes presented by the studied performance measurement systems and understanding the impact of other factors such as system design on these same outcomes, leaving aside the influences of this dynamic on the dimension of accountability.

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