A performance do processo e o processo da performance: modelagem de indicadores e definição de sistemáticas de monitoramento & avaliação no contexto do BPM

Resumo: Conceber e implementar sistemáticas de gestão da performance tem sido uma tendência crescente há várias décadas no mundo das organizações e objeto de pesquisas acadêmicas. Um dos desafios que os gestores e executivos, determinados em implementar um sistema de gestão do desempenho enfrentaram, no entanto, é a capacidade de sustentar essa prática ao longo do tempo e incorporar os dados e informações produzidas em suas estruturas de tomada de decisão. Existem inúmeras boas práticas e barreiras para o êxito de experiências de gestão com definição de indicadores, metas e rotinas de monitoramento e avaliação a longo prazo para as organizações. Este artigo busca desenvolver uma estrutura conceitual para a mensuração do desempenho de processos a partir da perspectiva de um processo. Com base no estado da arte da literatura gerencial e casos práticos provenientes de experiências de campo, este trabalho consolida recomendações sobre o processo que as organizações podem seguir para construir indicadores e sistemáticas de mensuração do desempenho robustos, com vistas à maior accountability, transparência e entrega de resultados. Ao propor um processo de mensuração do desempenho, espera-se que este artigo estimule um debate sobre boas práticas e condições estruturantes para a definição de indicadores e sistemáticas de monitoramento, e contribua para uma maior clareza na arena de pesquisa sobre modelos de mensuração que sejam sustentáveis ao longo do tempo.

Abstract: Designing and implementing performance management systems has been a growing trend for several decades in organizational practices and the scope of academic research. One of the challenges that managers and executives, determined to implement a performance management system faced is the ability to sustain this practice over time and to incorporate data and information into their decision- -making structures. There are numerous good practices and barriers management experiences’s success with the definition of indicators, goals and long-term monitoring and evaluation routines for organizations. This article seeks to develop an integrated conceptual framework for measuring performance from the process perspective. Based on the state of the art of management literature and practical cases from field experiences (empirical), this work consolidates recommendations on the process that organizations can follow to build robust performance measurement systems, with the aim of greater accountability, transparency and delivery results. In proposing a performance measurement process, it is expecting that this article would stimulate a debate on good practices and structuring conditions for the definition of indicators and monitoring systematics, and contribute to greater clarity in the research arena on measurement models that are sustainable over time.

Biografia dos Autores

João Paulo Mota

Graduado em Administração pela Universidade de Brasília (UnB). MBA em Administração Estratégica pela Fundação Getúlio Vargas (FGV). Mestre em Engenharia pela UnB. Doutorando em Administração pela Université de Bordeaux – França.

Jean Philippe Cançado

Graduado em Administração pela Universidade de Brasília (UnB). Especialista em Administração Pública pelo IESB. Mestre em Administração pela Universidade de Brasília (UnB).

Humberto Falcão Martins

Graduado em Administração pela Universade de Brasília (UnB). Especialista em Políticas Públicas e Gestão Governamental pela Escola Nacional
de Administração Pública (ENAP). Mestre em Administração Pública e; Doutor em Administração pela Escola Brasileira de Administração Pública e de Empresas/Fundação Getúlio Vargas (EBAPE/FGV).

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