Eficácia da gestão baseada em processos em uma IES pública: Percepções quantitativas de um projeto piloto

Autores

DOI:

https://doi.org/10.5020/2318-0722.2024.30.e13967

Palavras-chave:

gestão baseada em processos, eficácia do processo, serviço público, Instituições de Ensino Superior, gestão enxuta

Resumo

O objetivo deste artigo é identificar os fatores que influenciam na eficácia da gestão baseada em processos. Foi realizada uma pesquisa em uma instituição de ensino superior (IES) pública brasileira e obteve-se uma amostra válida de 202 respostas. A análise dos dados foi realizada por meio de técnicas estatísticas multivariadas, que incluíram análises exploratórias de fatores e de regressão. Os resultados mostraram que a compreensão e o comprometimento, o valor para o usuário, a padronização do processo, a melhoria contínua e a identificação de atividades sem valor influenciam a eficácia dos processos. Foi adotada uma análise de regressão para identificar as dimensões da eficácia do processo das IES. As practical contributions, this study helps to the development of strategies and actions that enhanced a more effective university management scheme by the better understanding of Process-based Management Practices on the process effectiveness. Esses resultados também podem ter uma contribuição direta para a comunidade acadêmica, que será beneficiada com o desenvolvimento de melhores práticas de tomada de decisões gerenciais baseadas em processos em termos de níveis mais altos de eficácia, eficiência e relevância da execução dos processos interno. Por fim, em termos de originalidade e valor, este artigo implica em uma melhor identificação dos atributos que agregarão os padrões de gestão baseados em processos, priorizando as estratégias e ações que contribuirão para a excelência na tomada de decisões.

Downloads

Não há dados estatísticos.

Biografia do Autor

Leander Luiz Klein, Universidade Federal de Santa Maria, Cachoeira do Sul, Rio Grande do Sul, Brasil

Doutor em Administração pela Universidade Federal de Santa Maria (UFSM) (2016), Mestre em Administração pela UFSM (2012) e Bacharel em Administração pela UFSM (2009). Possui experiência internacional como Visiting Scholar na University of Arizona (USA). Atualmente, é professor adjunto da Universidade Federal de Santa Maria, lotado no campus regional de Cachoeira do Sul (RS).us sede.

Patricia Inês Schwantz, Universidade Federal de Santa Maria - UFSM

Doutoranda em Administração e Mestre em Administração Pública pela Universidade Federal de Santa Maria (UFSM). Especialista em Estatística e Modelagem Quantitativa pela Universidade Federal de Santa Maria (UFSM) e em Gestão Empresarial pela Universidade de Santa Cruz do Sul (UNISC). Bacharel em Engenharia de Bioprocessos e Biotecnologia pela Universidade Estadual do Rio Grande do Sul (UERGS).

 

Eric Charles Henri Dorion, Universidade Federal de Santa Maria, Santa Maria, Rio Grande do Sul, Brasil

Doutor em Administração de Empresas pela Universidade de Sherbrooke, Canadá (2003), Mestre em Administração de Empresas pela Université Laval, Canadá (1997) e Bacharel em Geografia pela Université Laval, Canadá (1985).

Referências

Almeida, J. P. L., Galina, S. V. R., Grande, M. M., & Brum, D. G. (2017). Lean thinking: Planning and implementation in the public sector. International Journal of Lean Six Sigma, 8(4), 390-410. https://doi.org/10.1108/IJLSS-06-2016-0027

Andrews, R., Beynon, M. J., & McDermott, A. (2019). Configurations of New Public Management reforms and the efficiency, effectiveness and equity of public healthcare systems: A fuzzy-set Qualitative Comparative Analysis. Public management review, 21(8), 1236-1260. https://doi.org/10.1080/14719037.2018.1561927

Angelis, J., Glenngård, A. H., & Jordahl, H. (2021). Management practices and the quality of primary care. Public Money & Management, 41(3), 264-271.

Antony, J., Rodgers, B., & Gijo, E. V. (2016). Can Lean Six Sigma make UK public sector organisations more efficient and effective? International Journal of Productivity and Performance Management, 65(7), 995-1002. https://doi.org/10.1108/IJPPM-03-2016-0069

Balasubramanian, S., Al-Ahbabi, S., & Sreejith, S. (2019). Knowledge management processes and performance: The impact of ownership of public sector organizations". International Journal of Public Sector Management, 33(1), 1-21.

https://doi.org/ 10.1108/IJPSM-05-2019-0131

Badakhshan, P., Conboy, K., Grisold, T., & Vom Brocke, J. (2019). Agile business process management: A systematic literature review and an integrated framework. Business Process Management Journal, 26(6), 1505-1523.

https://doi.org/10.1108/BPMJ-12-2018-0347

Balzer, W. K., Brodke, M. H. & Kizhakethalackal, E. T. (2015). Lean higher education: Successes, challenges, and realizing potential. International Journal of Quality and Reliability Management, 32(9), 924-933.

Bandara, W., Gable, G., & Rosemann, M. (2005). Factors and measures of business process modeling: Model building through a multiple case study. European Journal of Information Systems, 14(4), 347-60. https://doi.org/10.1057/palgrave.ejis.3000546

Bawden, R., & Zuber-Skerritt, O. (2002). The concept of process management. The Learning Organization, 9(3), 132-139. https://doi.org/10.1108/09696470210428859

Barraza, M. F. S., Smith, T. & Dahlgaard-Park, S. M. (2009). Lean‐kaizen public service: An empirical approach in Spanish local governments. The TQM Journal, 21(2), 143-167.

Bisogno, S., Calabrese, A., Gastaldi, M. & Ghiron, N. L. (2016). Combining modelling and simulation approaches: How to measure performance of business processes. Business Process Management Journal, 22(1), 56-74.

BPM CBOK. (2019). Guide to the Business Process Management Body of Knowledge - Version 4.0. Association of Business Process Management Professionals International.

Burlton, R. T. (2015). Delivering business strategy through process management. In J. V. Brocke, & M. Rosemann (Eds.), Handbook on Business Process Management (Vol. 2, Cap. 1, pp. 45-78). Springer.

Castro, B. K. A, Dresch, A., & Veit, D. R. (2020). Key critical success factors of BPM implementation: A theoretical and practical view. Business Process Management Journal, 26(1), 239-256. https://doi.org/10.1108/BPMJ-09-2018-0272

Cavdur, F., Yagmahan, B., Oguzcan, E., Arslan, N., & Sahan, N. (2019). Lean service system design: A simulation-based VSM case study. Business Process Management Journal, 25(7), 1802-1821. https://doi.org/10.1108/BPMJ-02-2018-0057

Christiansson, M. T., & Rentzhog, O. (2019). Lessons from the “BPO journey” in a public housing company: Toward a strategy for BPO. Business Process Management Journal 26(2), 373-404. https://doi.org/10.1108/BPMJ-04-2017-0091

Douglas, J. A., Antony, J., & Douglas, A. (2015). Waste identification and elimination in HEIs: The role of Lean thinking. International Journal of Quality & Reliability Management, 32(9), 970-981.

Ferrari, A., Witschel, H., Spagnolo, G., & Gnesi, S. (2018). Improving the quality of business process descriptions of public administrations: Resources and research challenges. Business Process Management Journal, 24(1), 49-66.

https://doi.org/10.1108/BPMJ-05-2016-0096

Ferreira, G. S. A., Silva, U. R., Costa, A. L., & Pádua, S. I. D., de. (2018). The promotion of BPM and lean in the health sector: main results. Business Process Management Journal, 24(2), 400-424. https://doi.org/10.1108/BPMJ-06-2016-0115

Forza, C. (2002). Survey research in operations management: A process-based perspective. International Journal of Operations & Production Management, 22(2), 152-194.

Gębczyńska, A. (2016). Strategy implementation efficiency on the process level. Business Process Management Journal, 22(6), 1079-1098. https://doi.org/10.1108/BPMJ-01-2016-0004

Giacosa, E., Mazzoleni, A., & Usai, A. (2018). Business Process Management (BPM) How complementary BPM capabilities can build an ambidextrous state in business process activities of family firms. Business Process Management Journal, 24(5), 1145-1162. https://doi.org/10.1108/BPMJ-07-2017-0211

Gulledge, J. R., & Sommer, R. A. (2002). Business process management: Public sector implications. Business Process Management Journal, 8(4), 364-76.

Gomes, G., Seman, L. O., Berndt, A. C., & Bogoni, N. (2022), "The role of entrepreneurial orientation, organizational learning capability and service innovation in organizational performance". Revista de Gestão, 29(1), 39-54.

https://doi.org/10.1108/REGE-11-2020-0103

Groves, R. M., Fowler, F. J., Jr., Couper, M. P., Lepkowski, J. M., Singer, E., & Tourangeau, R. (2011). Survey methodology. John Wiley & Sons.

Gujarati, D., & Porter, D. (2009). Basic econometrics (5nd ed.). McGraw-Hill.

Gupta, S., & Sharma, M. (2018). Empirical analysis of existing lean service frameworks in a developing economy. International Journal of Lean Six Sigma, 9(4), 482-505. https://doi.org/10.1108/IJLSS-03-2016-0013

Haynes, P. (2018). Understanding the influence of values in complex systems-based approaches to public policy and management. Public Management Review, 20 (7), 980-996. https://doi.org/10.1080/14719037.2017.1364411

Hair, J. F., Jr., Anderson, R. E., Tatham, R. L., & Black, W. C. (2010). Multivariate Data Analysis: A Global Perspective (7th ed.). Pearson Education.

Hernaus, T., Vukšić, V. B., & Štemberger, M. I. (2016). How to go from strategy to results? Institutionalising BPM governance within organisations. Business Process Management Journal, 22(1), 173-195. https://doi.org/10.1108/BPMJ-03-2015-0031

Hofstede, G., Hofstede, G. J., & Minkov, M. (2005). Cultures and organizations: Software of the mind. McGraw-Hill.

Hussain, R. S., Ruikar, K., Enoch, M. P., Brien, N., & Gartside, D. (2017). Process mapping for road works planning and coordination. Built Environment Project and Asset Management, 7(2), 157-172. https://doi.org/10.1108/BEPAM-08-2016-0041

Isik, Ö., Mertens, W., & Van Den Bergh, J. (2013). Practices of knowledge intensive process management: Quantitative insights. Business Process Management Journal, 19(3), 515-534. https://doi.org/10.1108/14637151311319932

Jones, J. L. S., & Linderman, K. (2014). Process management, innovation and efficiency performance: The moderating effect of competitive intensity. Business Process Management Journal, 20(2), 335-358. https://doi.org/10.1108/BPMJ-03-2013-0026

Kumar, S., Dhingra, A., & Singh, B. (2018). Lean-Kaizen implementation: A roadmap for identifying continuous improvement opportunities in Indian small and medium sized enterprise. Journal of Engineering, Design and Technology, 16(1), 143-160. https://doi.org/10.1108/JEDT-08-2017-0083.

Lawrence, P., & Lorsch, J. (1967). Organizations and Environment. Harvard Business School Press.

Radnor, Z. (2010). Transferring Lean into government. Journal of Manufacturing Technology Management, 21(3), 411-428. https://doi.org/10.1108/17410381011024368

Liker, J., & Meier, D. (2006). The Toyota Way Fieldbook: A Practical Guide for Implementing Toyota’s 4Ps. McGraw-Hill.

Lim, C. H., & Kim, K. J. (2014). Information service blueprint: A service blueprinting framework for information-intensive services. Service Science, 6(4), 296-312. https://doi.org/10.1287/serv.2014.0086

Lim, C., Kim, M. J., Kim, K. H., Kim, K. J., & Maglio, P. P. (2018). From data to value: A nine-factor framework for data-based value creation in information-intensive services. International Journal of Information Management, 39, 121-135. https://doi.org/10.1016/j.ijinfomgt.2017.12.007

Lim, C., Kim, M. J., Kim, K. H., Kim, K. J., & Maglio, P. (2019). Customer process management: A framework for using customer-related data to create customer value. Journal of Service Management, 30(1), 105-131.

https://doi.org/10.1108/JOSM-02-2017-0031

Lockamy, A., & McCormack, K. (2004). The development of a supply chain management process maturity model using the concepts of business process orientation. Supply Chain Management: An International Journal, 9(4), 272-278. https://doi.org/10.1108/13598540410550019

Longo, F., & Rotolo, A. (2016). Promoting programme gap awareness as a method of effective public strategic management. Public Management Review, 18(3), 349-368. https://doi.org/10.1080/14719037.2014.984622

Majchrzak, A., & Wang, Q. (1996). Breaking the functional mind-set in process organizations. Harvard Business Review September-October, 74(5), 93-99.

Maldonado, M. U., Leusin, M. E., & Vaz, C. R. (2020). Similarities and differences between business process management and Lean management. Business Process Management Journal, 26(7), 1807-1831. https://doi.org/10.1108/BPMJ-09-2019-0368

Malhotra, N. K., Birks, D., & Wills, P. (2012). Marketing Research: Applied Approach (4th ed.). Pearson.

Malinova, M., & Mendling, J. (2018). Identifying do’s and don’ts using the integrated business process management framework. Business Process Management Journal, 24(4), 882-899. https://doi.org/10.1108/BPMJ-10-2016-0214

Malmbrandt, M., & Ahlström, P. (2013). An instrument for assessing Lean service adoption. International Journal of Operations and Production Management, 33(9), 1131-1165. https://doi.org/10.1108/IJOPM-05-2011-0175

Manfreda, A., Kovacic, A., Štemberger, M. I., & Trkman, P. (2014). Absorptive capacity as a precondition for business process improvement. Journal of Computer Information Systems, 54(2), 35-43. https://doi.org/10.1080/08874417.2014.11645684

Mulaik, S. A. (2010). Foundations of Factor Analysis (2nd ed.). Taylor & Francis Group.

Neubauer, T. (2009). An empirical study about the status of business process management. Business Process Management Journal, 15(2), 166-183.

Ongaro, E. (2004). Process management in the public sector: The experience of one-stop shops in Italy. International Journal of Public Sector Management, 17(1), 81-107. https://doi.org/10.1108/09513550410515592

Palmberg, K. (2010). Experiences of implementing process management: A multiple-case study. Business Process Management Journal, 16(1), 93-113. https://doi.org/10.1108/14637151011017967

Pavlovic, D., Todorovic, M., Mladenovic, S., & Milosavljevic, P. (2014). The role of quality methods in improving education process: Case study. Serbian Journal of Management, 9(2), 219-230. https://doi.org./ 10.5937/sjm9-5538

Petrusch, A., Vaccaro, G. L. R., & Luchese, J. (2019). They teach, but do they apply? An exploratory survey about the use of Lean thinking in Brazilian higher education institutions. International Journal of Lean Six Sigma, 10(3), 743-766. https://doi.org/10.1108/IJLSS-07-2017-0089

Pinheiro, A. B., Silva-Filho, J. C. L., & Moreira, M. Z. (2021). Institutional drivers for corporate social responsibility in the utilities sector. Revista de Gestão, 29(3), 186-204. https://doi.org/10.1108/REGE-08-2019-0088

Pritchard, J. P., & Armistead, C. (1999). Business process management–lessons from European business. Business Process Management Journal, 5(1), 10-32. https://doi.org/10.1108/14637159910249144

Rendon, R. G. (2008). Procurement process maturity: Key to performance measurement. Journal of Public Procurement, 8(2), 200-214. https://doi.org/10.1108/JOPP-08-02-2008-B003

Rentes, V. C., Pádua, S. I. D., Coelho, E. B., Cintra, M. A. D. C. T., Ilana, G. G. F., & Rozenfeld, H. (2019). Implementation of a strategic planning process oriented towards promoting business process management (BPM) at a clinical research centre (CRC). Business Process Management Journal, 25(1), 707-737.

https://doi.org/10.1108/BPMJ-08-2016-0169

Rosemann, M., & Vom Brocke, J. (2010). Handbook on Business Process Management (Cap. 1, pp. 107-122). Springer.

Santos, S. A., Trevisan, L. N., Veloso, E. F. R., & Treff, M. A. (2021). Gamification in training and development processes: Perception on effectiveness and results. Revista de Gestão, 28(2), 133-146. https://doi.org/10.1108/REGE-12-2019-0132

Schaefermeyer, M., Rosenkranz, C., & Holten, R. (2012). The impact of business process complexity on business process standardization: An empirical study. Business & Information Systems Engineering, 4(5), 261-270. https://doi.org/10.1007/s12599-012-0224-6.

Sentanin, O. F., Santos, F. C. A., & Jabbour, C. J. C. (2008). Business process management in a Brazilian public research centre. Business Process Management Journal, 14(4), 483-96. https://doi.org/10.1108/14637150810888037

Seyyedamiri, N., & Tajrobehkar, L. (2019). Social content marketing, social media and product development process effectiveness in high-tech companies. International Journal of Emerging Markets, 14(6), 1-17. https://doi.org/10.1108/IJOEM-06-2018-0323

Silva, L. A., Damian, I. P. M. & Pádua, S. I. D. (2012). Process management tasks and barriers: Functional to processes approach. Business Process Management Journal, 18 (5), 762-776. https://doi.org/10.1108/14637151211270144

Sincorá, L. A., Oliveira, M. P. V. de., Zanquetto-Filho, H., & Ladeira, M. B. (2018). Business analytics leveraging resilience in organizational processes. RAUSP Management Journal, 53(3), 385-403. https://doi.org/10.1108/RAUSP-04-2018-002

Skrinjar, R., & Trkman, P. (2013). Increasing process orientation with business process management: Critical practices. International journal of information management, 33(1), 48-60. https://doi.org/10.1016/j.ijinfomgt.2012.05.011

Tang, J., Pee, L., & Iijima, J. (2013). Investigating the effects of business process orientation on organizational innovation performance. Information & Management, 50(8), 650-660. https://doi.org/10.1016/j.im.2013.07.002

Thong, J. Y. L., Yap, C., & Seah, K. (2000). Business process reengineering in the public sector: The case of the housing development board in Singapore. Journal of Information Management Systems, 17(1), 245-270.

https://doi.org/10.1080/07421222.2000.11045634

Trkman, P. (2010). The critical success factors of business process management. International Journal of Information Management, 30(2), 125-34. https://doi.org/10.1016/j.ijinfomgt.2009.07.003

Trkman, P., Mertens, W., Viaene, S., & Gemmel, P. (2015). From business process management to customer process management. Business Process Management Journal, 21(2), 250-266. https://doi.org/10.1108/BPMJ-02-2014-0010

University of Santa Maria. (2018, 24 de outubro). Projeto de Modernização Administrativa na Reitoria da UFSM tem seus resultados divulgados. UFSM. https://www.ufsm.br/2018/10/24/projeto-de-modernizacao-administrativa-na-reitoria-da-ufsm-tem-seus-resultados-divulgados/

Vom Brocke, J., Schmiedel, T., Recker, J. C., Trkman, P., Mertens, W., & Viaene, S. (2014). Ten principles of good business process management. Business Process Management Journal, 20(4), 530-548. https://doi.org/10.1108/BPMJ-06-2013-0074

Vom Brocke, J., & Mendling, J. (2017). Business process management cases – learning from real-world experience. BP Trends. http://www.bptrends.com/bpt/wp-content/uploads/11-07-2017-COL-Class-Notes-BPM-Cases-vom-Brocke-and-Mendling.pdf

Waterbury, T. (2015). Learning from the pioneers. International Journal of Quality & Reliability Management, 32(9), 934-950. https://doi.org/10.1108/IJQRM-08-2014-0125

Weske, M., Van Der Aalst, W., & Verbeek, H. M. W. 2004. Advances in business process management. Data & Knowledge Engineering, 50(1), 1-8.

Womack, J. P., & Jones, D. T. (1996). Lean Thinking: Banish Waste and Create Wealth in Your Organization. Simon & Schuster.

Yalley, A. A., & Sekhon, H. S. (2014). Service production process: Implications for service productivity. International Journal of Productivity and Performance Management, 63(8), 1012-1030. https://doi.org/10.1108/IJPPM-10-2012-0113

Zeng, J., Anh, P. C., & Matsui, Y. (2013). Shop-floor communication and process management for quality performance: An empirical analysis of quality management. Management Research Review, 36(5), 454-477. https://doi.org/10.1108/01409171311327235

Publicado

02.02.2024

Como Citar

KLEIN, L. L.; SCHWANTZ, P. I.; DORION, E. C. H. Eficácia da gestão baseada em processos em uma IES pública: Percepções quantitativas de um projeto piloto. Revista Ciências Administrativas, [S. l.], v. 30, p. 1–18, 2024. DOI: 10.5020/2318-0722.2024.30.e13967. Disponível em: https://ojs.unifor.br/rca/article/view/13967. Acesso em: 15 jul. 2024.

Edição

Seção

Artigos