TELEWORK GOVERNANCE IN THE MANAGEMENT AND PERFORMANCE PROGRAM: PERCEPTIONS OF SENIOR MANAGEMENT AND MIDDLE MANAGERS AT A FEDERAL UNIVERSITY

Abstract

This article analyzes the perceptions of senior management and middle managers regarding the institutional conditions related to the implementation of telework within the Management and Performance Program at a federal university. It is a descriptive field study with a quantitative approach, based on structured questionnaires administered to one senior management representative and five middle managers. The data were examined through descriptive statistics, using absolute and relative frequencies, while the responses of the two managerial levels were analyzed separately. All five managers rated team productivity as high or very high and identified the hybrid model as the most suitable work arrangement. They also recognized the potential of partial telework to improve productivity and reduce institutional costs, although they reported limitations concerning equipment provision, social interaction, and the separation between professional and personal life. Senior management acknowledged benefits but expressed a more cautious assessment of telework effectiveness and highlighted weaknesses related to policy clarity, communication, supervision, organizational culture, and institutional support. The study concludes that the sustainability of the program depends on the coordination of infrastructure, clear rules, results-oriented monitoring, managerial training, and the preservation of organizational ties.