PERFORMANCE MANAGEMENT AND ACCOUNTABILITY IN PUBLIC SECURITY: AN ANALYSIS OF THE PERFORMANCE MANAGEMENT CYCLE IN THE 5TH COMMUNITY INTERACTIVE COMPANY OF THE MILITARY POLICE OF THE STATE OF AMAZONAS

Abstract

Performance management in public security constitutes an instrument for strengthening public governance, accountability, and evidence-based decision-making, contributing to the institutional improvement of police organizations. This study analyzed the contribution of the Performance Management Cycle (PMC) to strengthening public governance and accountability within the Military Police of the State of Amazonas, using the 5th Community Interactive Company (5th CICOM) as the unit of analysis. This is an empirical study, with a qualitative approach, exploratory and descriptive objectives, developed through a case study and documentary research, based on institutional documents, legislation, and specialized literature on public governance, performance management, evidence-based management, and accountability. The findings showed that the PMC transcends indicator monitoring, configuring itself as a public governance instrument by integrating strategic planning, goal monitoring, evidence production, results evaluation, and organizational learning. It was found that its implementation strengthens institutional coordination, qualifies the decision-making process, and enhances transparency and accountability in public security management. It is concluded that the PMC contributes to the institutional improvement of the Military Police of the State of Amazonas, fostering more efficient, results-oriented public management committed to generating public value.