Performance indicators of the process of reformulating UFRN’s academic projects
DOI:
https://doi.org/10.5007/2175-8077.2024.e89826Keywords:
Performance indicators, Process management, Work plan, Academic projectAbstract
Goal: The objective was to create a measurement system for the process of reformulating the work plan and the plan for the employment of UFRN's academic projects’ financial resources.
Methodology/approach: This is an exploratory and descriptive research, with a qualitative approach, using action research as a technical procedure, in which workshops, document analysis, participant observation, and content analysis were adopted.
Originality/relevance: The public organization must manage its processes, promoting more efficiency, effectiveness, and agility, so that it can offer a better return to the stakeholders, contributing to the fulfillment of its organizational objectives.
Main findings: A modeling of the reformulation process (as-is) was carried out, resulting in the proposal of five key performance indicators. During the discussion about the indicators, some improvements, which will provide greater efficiency to the process, were identified and already implemented. The transformation of processes was evident, even before the implementation of the indicators, allowing a better provision of services and greater alignment with organizational objectives.
Theoretical contributions: The study demonstrates how the collaborative creation of measurement systems and performance indicators can improve processes in public institutions. The application of BPMN and participatory action reinforce the importance of modeling for organizational efficiency and alignment.
Management contributions: The study shows how the implementation of indicators improves efficiency, reduces rework and increases productivity. By promoting clearer and less bureaucratic processes, the study contributes to greater user satisfaction and employee commitment in public management.
References
Association of Business Process Management Professionals (2013). BPM CBOK V3.0: guia para o gerenciamento de processos de negócio, corpo comum de conhecimento. Brasil: Autor.
Association of Business Process Management Professionals (2021). BPM CBOK V4.0: guia para o gerenciamento de processos de negócio, corpo comum de conhecimento. Brasil: Autor.
Balabonienė, I., & Večerskienė, G. (2015). The Aspects of Performance Measurement in Public Sector Organization. Procedia - Social and Behavioral Sciences, 213, 314–320. Recuperado de https://doi.org/10.1016/j.sbspro.2015.11.544
Bardin, L. (1977). Análise de conteúdo. Lisboa/Portugal: Edições 70.
Brocke, J. V., & Rosemann, M. (2013). Manual de BPM: Gestão de Processos de Negócios. Porto Alegre: Bookman.
Chmielewska, M., Stokwiszewski, J., Markowska, J., & Hermanowski, T. (2022). Evaluating Organizational Performance of Public Hospitals using the McKinsey 7-S Framework. BMC Health Serv Res, 22(7), 1-12, 2022. Recuperado de https://doi.org/10.1186/s12913-021-07402-3
Resolução n. 061/2016, de 15 de dezembro de 2016 (2016). Conselho de Disciplina o relacionamento entre a UFRN e a Fundação Norte-Rio-Grandense de Pesquisa e Cultura - FUNPEC e estabelece os procedimentos operacionais, orçamentários e financeiros de projetos acadêmicos desenvolvidos com a finalidade de dar apoio à Universidade. Natal, RN. Recuperado de file:///C:/Users/2455821.IFRN/Downloads/resolucao_0612016-Atualizada.pdf
Corrêa, H. L., Corrêa, C. A. (2013). Administração de produção e de operações: manufatura e serviços. uma abordagem estratégica. (3a ed.) São Paulo: Atlas.
Costa, C. H. G. (2017). Modelo de gestão estratégica aplicado à agência de inovação do café (INOVACAFÉ) (Tese de Doutorado). Universidade Federal de Lavras, Lavras, Brasil.
Costa, M. T. P., & Moreira, E. A. (2018). Gestão e mapeamento de processos nas instituições públicas: um estudo de caso em uma universidade federal. Revista Gestão Universitária na América Latina - Gual, 11, 162-183. Recuperado de https://doi.org/10.5007/1983-4535.2018v11n1p162
Cotelnic, A. (2022). University performance: how we define it and how we measure it. Eastern European Journal os Regional Studies, 8(1), 21-29. Recuperado de https://doi.org/10.53486/2537-6179.8-1.02
Deming, W. E. (1986). Out of the Crisis. Cambridge, Massachusetts: MIT Press.
Francischini, A. S. N., & Francischini, P. G. (2017). Indicadores de Desempenho: dos objetivos à ação - métodos para elaborar KPIs e obter resultados. Rio de Janeiro: Alta Books.
Francisco, T. H. A., Costa, A. M., Santos, A. M. dos, & Ramos, A. M. (2013). As funções administrativas e as práticas gerenciais na educação superior privada. Revista de Ciências da Administração, 15 (35), 95-107. Recuperado de http://dx.doi.org/10.5007/2175-8077.2013v15n35p95
Franco, M. M., & Webber, C. (2020). Smart University: conceitos, planejamento e indicadores. Scientia Cum Industria, 8(2), 65-77, 2020. Recuperado de http://dx.doi.org/10.18226/23185279.v8iss2p65
Groen, B. A. C., Wouters, M. J.F., & Wilderom, C. P. M. (2017). Employee participation, performance metrics, and job performance: A survey study based on self-determination theory. Management Accounting Research, 36, 51–66. Recuperado de https://doi.org/10.1016/j.mar.2016.10.001
Hermanu, A. I., Sari, D., Sondari, M. C., & Dimyati, M. (2022). Is it necessary to evaluate university research performance instrument? Evidence from Indonesia. Cogent Social Sciences, 8(1), 1-19. Recuperado de https://doi.org/10.1080/23311886.2022.2069210
Hong, J., Cha, J., Bilegjargal, G., & Park, K. (2023). Evaluation framework for facilitating the technology transfers of universities: Focusing on the perspective of technology donos. PLoS One. 18(12), 1-32. Recuperado de https://doi.org/10.1371/journal.pone.0293951
Kaplan, R. S. (2001). Strategic Performance Measurement and Management in Nonprofit Organizations. Nonprofit Management and Leadership, 11, 353-370. Recuperado de https://doi.org/10.1002/nml.11308
Kaplan, R. S., & Norton, D. P. (1996). Using the Balanced Scorecard as a Strategic Management System. Harvard Business Review, 74(1), 75-87.
Kucinska-Landwójtowicz, A., Czabak-Górska, I. D., Lorenc, M., Domingues, P., & Sampaio, P. (2023). Performance measurement model for technical universities – case study. International Journal of Quality & Reliability Management, 40(10), 2632-2663. Recuperado de https://doi.org/10.1108/IJQRM-04-2021-0107
Lapuente, V., & Van De Walle, S. (2020). The effects of new public management on the quality of public services. Governance, 33(3), 461-475. Recuperado de https://doi.org/10.1111/gove.12502
Lee, S. F., Lo, K. K., Leung, R. F., & Ko; A. S. O. (2000). Strategy formulation framework or vocational education: integrating SWOT analysis, balanced scorecard, QFD methodology and MBNQA education criteria. Managerial Auditing Journal, Bradford, 15(8), 407-423. Recuperado de https://doi.org/10.1108/02686900010353999
Lehnen, C. V. (2020). Realização de auditorias operacionais no controle interno municipal para melhorar o desempenho da gestão. Revista do Tribunal de Contas do Estado de Minas Gerais – TCEMG, Edição Especial, 52-66.
Lima, E. S., Mcmahon, P., & Costa, A. P. C. S. (2021). Establishing the relationship between asset management and business performance. International Journal of Production Economics, 232, 1-18. Recuperado de https://doi.org/10.1016/j.ijpe.2020.107937
Lohman, C., Fortuin, L., & Wouters, M. (2004). Designing a performance measurement system: A case study. European Journal of Operational Research, 156, 267–286. Recuperado de https://doi.org/10.1016/S0377-2217(02)00918-9
Marshall, I., Jr., Rocha, A. V., Mota, E. B., & Quintella, O. M. (2012). Gestão da qualidade e processos. Rio de Janeiro: Editora FGV.
Maure, L. C., Ledón, R. A., Machado, N. I. C., & Glistau, E. (2022). System of indicators with a fuzzy-base to evaluate the lean level. In: Anais do 15th International Doctoral Students Workshops on Logistics (22-27), Magdeburg, Alemanha. Recuperado de http://dx.doi.org/10.25673/85942
Neely, A., Richards, H., Mills, J., Platts, K., & Bourne, M. (1997). Designing performance measures: a structured approach. International Journal of Operations & Production Management, I7(II), 1131-1152. Recuperado de https://doi.org/10.1108/01443579710177888
Queiroz, A., Silva, L. S. B., Tacconi, M. F. F. S., & Tacconi Neto, E. A. (2020). Indicadores de desempenho: um estudo de caso no IFRN CNAT. Revista Acadêmica da Faculdade Fernão Dias, 7(23). Recuperado de https://fafe.edu.br/dados/pdf-uploads/416.pdf?1584133391884
Sampaio, P., Saraiva, P., & Monteiro, A. (2012). A comparison and usage overview of business excellence models. The TQM Journal, 24, 81- 200. Recuperado de https://doi.org/10.1108/17542731211215125
Santos, J. G. C., Calíope, T. S., & Barros Neto, J. P. (2017). Sessão especial - Fast Track SEMEAD: tem ação nessa pesquisa? um levantamento da pesquisa-ação como estratégia de pesquisa qualitativa. Rege - Revista de Gestão, 24(4), 336-347. Recuperado de http://dx.doi.org/10.5007/2175-8077.2013v15n35p95
Soares, C. S., Rosa, F. S., & Zonatto, V. C. S. (2020). Reflexos do uso do sistema de custos na qualidade da gestão pública com base na percepção de gestores municipais de Santa Maria/RS. Revista Catarinense da Ciência Contábil, 19, 1-15. Recuperado de https://doi.org/10.16930/2237-766220203103
Sokolov, A. M., Hossain, N. U. I., Albarran, J. J., & Merrill, B. (2023). Integrating Performance Indicators to Track the Production Development of Manufacturing Lines. In: Anais do Proceedings of the International Conference on Industrial Engineering and Operations Management (13-20), Manila, Philippines.
Spiazzi, S. C. C., & Battistella, L. F. (2019). Gestão de processos de comunicação em instituições federais de ensino superior: um estudo de campo na Universidade Federal de Santa Maria. Revista de Ciências da Administração, 21(54), 145-160. Recuperado de https://doi.org/10.5007/2175-8077.2019.e61695
Universidade Federal do Rio Grande do Norte. (2019). Plano de Gestão 2019-2023 UFRN. Natal/RN: EUFRN.
Woodcock, M., Francis, D. (2014). Métricas para avaliação de desempenho. Lisboa/Portugal: Monitor.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2024 Janilda Silva Souza, Marli de Fátima Ferraz da Silva Tacconi
This work is licensed under a Creative Commons Attribution 4.0 International License.
The author must ensure:
- that there is complete consensus among all co-authors to approve the final version of the paper and its submission for publication.
- that their work is original, and if the work and/or words of others have been used, these have been duly acknowledged.
Plagiarism in all its forms constitutes unethical publishing behavior and is unacceptable. RCA reserves the right to use software or any other methods of plagiarism detection.
All submissions received for evaluation in the RCA journal are screened for plagiarism and self-plagiarism. Plagiarism identified in manuscripts during the evaluation process will result in the submission being archived. In the event of plagiarism being identified in a manuscript published in the journal, the Editor-in-Chief will conduct a preliminary investigation and, if necessary, retract it.
Authors grant RCA exclusive rights of first publication, with the work simultaneously licensed under the Creative Commons (CC BY) 4.0 International License.
Authors are authorized to enter into separate, additional contractual arrangements for the non-exclusive distribution of the version of the work published in this journal (e.g., publishing in an institutional repository, on a personal website, publishing a translation, or as a chapter in a book), with an acknowledgement of its authorship and initial publication in this journal.
This license grants any user the right to:
Share – copy, download, print, or redistribute the material in any medium or format.
Adapt – remix, transform, and build upon the material for any purpose, even commercially.
According to the following terms:
Attribution – You must give appropriate credit (cite and reference), provide a link to the license, and indicate if changes were made. You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
No additional restrictions – You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.
