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O impacto estratégico dos recursos humanos nos resultados de políticas públicas - o caso do setor público da educação na Região Autónoma da Madeira, no nível secundário
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Esta investigação considera que as organizações têm nos seus recursos humanos um meio indispensável para desenvolverem melhor a sua atividade. Por conseguinte, elaboramos um estudo no domínio da gestão estratégica de recursos humanos (Armstrong, 2008; Bilhim, 2006).
É possível encontrar várias investigações acerca do impacto da gestão estratégica de recursos humanos sobre o desempenho organizacional. Mas não existem estudos específicos para o setor público da educação. A falta de literatura nesta área condicionou a nossa opção metodológica e a escolha recaiu no método qualitativo, conhecido por grounded theory.
Mas, de acordo com os estudos que já foram desenvolvidos, também se compreende que o setor público é distinto do setor privado (Bilhim, 2000; Carvalho 2013). Assim, ao analisarmos estabelecimentos públicos de ensino secundário (restringidos ao grupo dos professores), apercebemo-nos que a noção de desempenho organizacional deveria ser vista como o resultado de políticas públicas de educação.
Ambicionamos, com este estudo, compreender em profundidade, em contexto, e num determinado momento, um fenómeno social: a gestão dos professores nos estabelecimentos públicos de ensino. Por essa razão, envolvemos os vários parceiros que suportam o setor da educação: políticos; presidentes dos conselhos executivos escolares; professores; alunos e famílias; dirigentes sindicais dos professores e parceiros económicos. O decurso da investigação revelou a necessidade de integrarmos o quadro teórico 7-S da McKinsey, como suporte explicativo desta realidade. Também nos apercebemos das singularidades do meio onde os estabelecimentos de ensino estão inseridos, que não permitem uma análise unificada ou mimetizável das No decurso da nossa análise foi possível compreender que os melhores resultados de políticas públicas de educação surgem em consequência da gestão dos recursos humanos. Mas, para que tal se verifique, os professores têm de ser considerados num conjunto coerente e integrado com a organização. Entendemos ainda que o funcionamento das organizações está subjugado aos seus valores partilhados.
A adequação docente/função e a avaliação estratégica dos professores evidenciaram-se como processos relevantes para promover melhores resultados no setor. Todavia, estes processos fazem parte de um conjunto maior, que deve ser apresentado com coerência. Conseguimos identificar neste estudo 25 categorias, fundamentadas pelo modelo teórico adotado e que organizamos em 7 agregados.
Com o modelo proposto fornecemos um contributo teórico, já que apresentamos uma explicação sobre um fenómeno que ainda não tinha sido investigado. Pela natureza prática do modelo exposto, ambicionamos permitir aos gestores escolares uma visão mais abrangente das dimensões materiais e imateriais do sistema, que lhes possibilite uma gestão mais eficiente dos seus estabelecimentos de ensino.
instituições. Portanto, acolhemos a teoria contingencial para estudar este fenómeno.
This research considers that organizations have in their human resources an indispensable mean to improve their activity. Therefore, we have developed a study on the strategic human resource management (Armstrong, 2008; Bilhim, 2006). It is possible to find several inquiries about the impact of the strategic human resource management on the organizational performance. However, there are no specific studies for the public educational sector. The lack of literature in this area conditioned our methodology and we chose the qualitative method, known as grounded theory. According to studies that have already been developed, it is also understood that the public sector is different from the private sector (Bilhim, 2000; Carvalho 2013). So, when we analyse the public establishments of secondary education in Portugal (strict to the group of teachers), we realize that the notion of organizational performance should be the result of public educational policies. The purpose of this study is to understand in depth a social phenomenon: the management of teachers in public schools. For this reason, we involved the various partners that withstand the education sector: politicians; chairmen of the executive school boards; teachers; students and families; union leaders and economic partners. The investigation revealed the need to include McKinsey's 7-S theoretical framework as an explanatory support of this reality. We also realized that the singularities of the environment, where the educational establishments are, do not allow a unified analysis of the institutions. Therefore, we accepted the contingency theory to study this phenomenon. During our analysis, it was possible to understand that the best results of public educational policies arise from the management of human resources. However, for this to happen, teachers need to be a coherent unit and involved with the institutions. We also believe that the smooth functioning of organizations is subdued to their shared values. The suitability teaching practice and the teacher’s strategic assessment became important processes to promote better results in the sector. However, these processes are part of a larger framework, which must be consistently presented. We were able to identify in this study 25 categories, based on the theoretical model adopted. They were organized in 7 sets. With the proposed model we provide a theoretical contribution, as we present an explanation for a phenomenon that had not yet been studied. By the practical nature of the adopted model, we aim to enable school managers a more comprehensive view of the material and intangible dimensions of the system, to allow them a more efficient management of their schools.
This research considers that organizations have in their human resources an indispensable mean to improve their activity. Therefore, we have developed a study on the strategic human resource management (Armstrong, 2008; Bilhim, 2006). It is possible to find several inquiries about the impact of the strategic human resource management on the organizational performance. However, there are no specific studies for the public educational sector. The lack of literature in this area conditioned our methodology and we chose the qualitative method, known as grounded theory. According to studies that have already been developed, it is also understood that the public sector is different from the private sector (Bilhim, 2000; Carvalho 2013). So, when we analyse the public establishments of secondary education in Portugal (strict to the group of teachers), we realize that the notion of organizational performance should be the result of public educational policies. The purpose of this study is to understand in depth a social phenomenon: the management of teachers in public schools. For this reason, we involved the various partners that withstand the education sector: politicians; chairmen of the executive school boards; teachers; students and families; union leaders and economic partners. The investigation revealed the need to include McKinsey's 7-S theoretical framework as an explanatory support of this reality. We also realized that the singularities of the environment, where the educational establishments are, do not allow a unified analysis of the institutions. Therefore, we accepted the contingency theory to study this phenomenon. During our analysis, it was possible to understand that the best results of public educational policies arise from the management of human resources. However, for this to happen, teachers need to be a coherent unit and involved with the institutions. We also believe that the smooth functioning of organizations is subdued to their shared values. The suitability teaching practice and the teacher’s strategic assessment became important processes to promote better results in the sector. However, these processes are part of a larger framework, which must be consistently presented. We were able to identify in this study 25 categories, based on the theoretical model adopted. They were organized in 7 sets. With the proposed model we provide a theoretical contribution, as we present an explanation for a phenomenon that had not yet been studied. By the practical nature of the adopted model, we aim to enable school managers a more comprehensive view of the material and intangible dimensions of the system, to allow them a more efficient management of their schools.
Descrição
Tese de Doutoramento em Administração Pública, especialização em Administração e Políticas Públicas
Palavras-chave
Gestão Estratégica de Recursos Humanos Cultura Organizacional Políticas Públicas de Educação Estabelecimentos Públicos de Ensino Secundário Strategic Human Resource Management Organizational Culture Public Education Policies Public Establishments of Secondary Education in Portugal
Contexto Educativo
Citação
Editora
Instituto Superior de Ciências Sociais e Políticas