IMPLEMENTATION AND GOVERNANCE OF THE MANAGEMENT AND PERFORMANCE PROGRAM (PGD) IN FEDERAL UNIVERSITIES: ANALYSIS OF THE PILOT PROJECT AT UFSB (2023-2024)

Abstract

This article investigates the governance arrangements and implementation dynamics of the Performance Management Program (PGD) in a multi-campus Federal Institution of Higher Education (IFES). Using the case of the Federal University of Southern Bahia (UFSB), the pilot project cycle (2023) and its institutionalization (2024) are analyzed. From a qualitative approach, based on bibliographic research and document analysis, focusing on the PGD/UFSB Technical Monitoring Report and institutional normative acts, the study examines the governance arrangements, the mechanisms for agreeing on results, and the perceptions of benefits and challenges. The results indicate that the pilot phase was fundamental for institutional learning and demonstrated that the governance of the PGD required the reconfiguration of work relationships, transitioning from attendance control to the agreement on deliverables, highlighting benefits such as time optimization and quality of life, while also revealing challenges related to system instability, technological infrastructure, and the need for cultural alignment. The study concludes that the institutionalization of Performance Management Programs (PGD) in Federal Institutions of Higher Education (IFES) demands the strengthening of governance, with emphasis on capacity building, clarity of indicators, and adaptation of control routines to a deliverables-oriented model, as well as overcoming the gap between managerial innovation and supporting infrastructure.