Planejamento de pessoal a partir da ótica sistêmica autorreferencial: uma proposta de modelo para o poder judiciário paraense

Abstract

The implementation of the managerial model in the Brazilian public service has guided several changes in the Judiciary Branch, so that it can deliver a fast, efficient and effective justice to society. Thus arises the need to plan its human resources in accordance with strategic goals, a practice still scarce in the public sector. In this scope, the research proposes to develop a human resources planning model that enables its integration with the TJPA’s organizational strategic planning. Therefore, three specific objectives were defined: to describe the current personnel planning model, to observe how it interacts with organizational strategic planning and to point out operational concepts that can be contributed to the intended model. The theoretical framework presents the main aspects of personnel planning, its contextualization in public management and the importance of integrating it into organizational strategic planning. The systemic approach was highlighted for the desired integration, using the concepts of complexity, systems and communication of the Theory of Self-referential Systems. The research uses the heuristic method, adopts mixed method with nested strategy concomitant and is classified as applied research with exploratory and descriptive objectives, having been guided by 3 independent variables and 8 dependent variables that investigate practices regarding the allocation, development and strategic management of people. As a research strategy, the case study was adopted, with semi-structured interviews as the main instrument. Qualitative data were submitted to content analysis, while quantitative data were processed by descriptive statistical methods. The coding and categorization process was defined based on the interviewees' speech and theoretical reference, resulting in 3 central codes covering 9 thematic categories. Through the serendipity process, three thematic categories were listed: discretion, organizational culture and communication. The research hypotheses were confirmed, once it was observed that the practices of the personnel area that make up the TJPA personnel planning are not integrated among themselves, with the predominance of linear logic (cause-effect) to the detriment of a systemic modus operandi (cause-effect-cause), as well as that the current model also does not favor its integration with organizational strategic planning, due to the isolation that prevails in operations. In the end, an initial proposal for a strategic planning model for people with a systemic/communicative approach was presented.