Submitted by Marjorie May Fryszman (marjorief@terra.com.br) on 2015-01-05T20:17:35Z No. of bitstreams: 1 Fryszman & Moraes Jr. - Gestão por Resultados - PM Osasco.pdf: 2996023 bytes, checksum: 141b8590317b0c53c20b1f9fba4153ac (MD5) / Approved for entry into archive by Fabiana da Silva Segura (fabiana.segura@fgv.br) on 2015-01-05T20:24:34Z (GMT) No. of bitstreams: 1 Fryszman & Moraes Jr. - Gestão por Resultados - PM Osasco.pdf: 2996023 bytes, checksum: 141b8590317b0c53c20b1f9fba4153ac (MD5) / Made available in DSpace on 2015-01-06T12:25:32Z (GMT). No. of bitstreams: 1 Fryszman & Moraes Jr. - Gestão por Resultados - PM Osasco.pdf: 2996023 bytes, checksum: 141b8590317b0c53c20b1f9fba4153ac (MD5) Previous issue date: 2014-12-02 / In 2013, the Municipality of Osasco experienced a broad strategic planning process, in order to define objectives, indicators, targets and priority projects for the next four years. This process was coordinated by the newly created Department of Planning and Management (Seplag). Among the products of this effort, we can mention the Strategic Map of the Municipality and the Multiyear Plan (PPA) 2014-2017. By implementing a results-based management, searching a more efficient use of public resources, and using the Balanced Scorecard (BSC) – a private planning tool brought to the public management – the Government of Osasco made clear its intention to seek alignment with the principles of the 'New Public Management' (NPM). This present study aimed initially to respond to Seplag’s demand, which asked for a diagnosis and a subsequent proposition of monetary and non-monetary incentives to encourage the Municipality employees to pursue the fulfillment of the objectives, goals and projects contained in the strategic plan. Accordingly, it was sought to establish a conceptual model to support the adoption of recognition and reward policies by the Municipality of Osasco and, also, to describe national and international employee recognition and reward programs, especially within the public administration. Additionally, two new objectives were added to the one that was initially proposed: (1) checking how consistently the overall strategy is aligned with the teams and employees’ tasks and goals; and (2) verifying the level of compliance of the management model currently practiced with the principles of the New Public Management (NPM). Through literature searches, information provided by Seplag and qualitative research conducted with professionals from the Department of the Environment and the Department of Health (in-depth interviews and focus groups), it was possible to observe significant points of alignment with the principles of the NPM and also to propose actions for the improvement and continuity of the results-based management model in Osasco. / Desde 2013, a Prefeitura do Município de Osasco iniciou a implantação de um modelo de gestão por resultados, com a utilização da metodologia do Balanced Scorecard (BSC) e a celebração de Acordos de Resultados entre o prefeito e respectivos secretários. A dissertação objetivou, inicialmente, responder à demanda da Secretaria de Planejamento e Gestão (Seplag), de realizar diagnóstico e propor soluções de incentivos prioritariamente não financeiros para estimular os funcionários a perseguirem o cumprimento dos objetivos e metas contidos no planejamento estratégico da prefeitura. Neste sentido, buscou-se estabelecer um modelo conceitual para embasar a adoção de políticas de reconhecimento no trabalho, especialmente no âmbito da gestão pública. Adicionalmente, verificou-se a necessidade de agregar dois novos objetivos àquele proposto de início: (1) avaliar o nível de disseminação e desdobramento até as equipes de ponta das metas estratégicas pactuadas nos Acordos de Resultados, utilizando-se como referência a metodologia do BSC; (2) verificar o nível de aderência do modelo de gestão atualmente praticado pela prefeitura de Osasco aos preceitos da chamada Nova Gestão Pública (NGP). Ao final, são propostas ações para o aperfeiçoamento e continuidade do modelo de gestão adotado.