Strengthening Work Performance through Human Resources Management: Experiences of a Municipal Sub-Management

Abstract

The research focused on establishing the relationship between job performance and municipal management in the Human Resources Sub-Management of a public entity. Using an applied research methodology, specific problems were addressed at the individual and group levels, without deliberate manipulation of the information. The sample, composed of 184 technical and administrative professionals selected by inclusion criteria, was census-based, avoiding the finite sample formula. The results revealed that most of the evaluated collaborators (62.5%) had a 'Regular' job performance, while 21.9% reached a 'High' level, and only 15.6% were at the 'Low' level. As for municipal management, 68.8% reported a 'Fair' level, 25% obtained a 'High' performance, and only 6.3% were at the 'Low' level. The analysis concluded that there is a significant relationship between job performance and municipal management in the Human Resources Sub-Management. An influence of the independent variable was identified at efficient and poor levels, supported by a Wald coefficient of 26.344 and a significance level of 0.000. This finding suggests that, in Human Resources administration, improvements in Labor Performance are linked to greater efficiency in Municipal Management. This analysis provides valuable information for decision making and the implementation of strategies that favor labor performance and efficiency in municipal management in similar entities. It allows the public entity to take better strategies that allow it to increase labor effectiveness and fulfillment of tasks and activities, which in the end is reflected in a good service to the district community.