PRODUCTIVITY IN THE PUBLIC SERVICE: IS IT POSSIBLE TO OVERCOME THE LEGACY OF TIME CONTROL WITH RESULTS-BASED MANAGEMENT?

Abstract

The evaluation of productivity has shifted from a model centered on rigid time control, characteristic of Taylorism, to a logic oriented towards value generation by the knowledge worker, as advocated by Drucker. This study aims to examine the institutional and cultural barriers that hinder the consolidation of results-based management in the Brazilian public administration, comparing traditional paradigms with current approaches such as OKRs and agile management practices. The methodology adopted was qualitative bibliographic research, gathering classic authors and contemporary investigations on public management in the country. The results indicate that the shift to a results-oriented culture faces strong barriers, including excessive regulation, inflexible hierarchical structures, and ingrained practices of presenteeism and risk aversion. It is concluded that the transition from the industrial model to a management model focused on results is essential to increase state efficiency and the quality of services provided.