Name: Lorena Estevam Martins Fernandes
Type: MSc dissertation
Publication date: 31/03/2017
Advisor:

Namesort descending Role
Francis Sodré Advisor *

Examining board:

Namesort descending Role
Francis Sodré Advisor *

Summary: In this work we identify Social Health Organizations (SHO) that enter into contracts with the States of SP, RJ and ES, pointing out the 10 largest and the number of contracted resources; We raise and compare information contained in the contracts of management of the public hospitals of those States; We analized the information related to the human resources policy of the health services contained in the management contracts, identified and analyzed the human resources health policy in state hospitals managed by SHO; We verified that the guidelines and principles related to Labor Management for hospital institutions are implemented by SHO, since these norms are an important instrument for the consolidation of SUS and re-emphasize the importance of health work. There are few studies about work management in state hospitals managed by SHO in Brazil, we found only three. In Espírito Santo, this work is a pioneer. It was an exploratory study, with documentary analysis, done during 2015-2016 and the studied period was 2006-2016. We named the states of SP and RJ for hosting the largest SHO in the country and the ES because of the proximity of the researcher and the lack of studies. We did reading and analysis, including additives. There were 30 categories of analysis, which made it possible to draw a comparative analytical profile between the contracts. From these, we chose 5 referring to HR / work management to observe and analyze. We used the interview technique with a semi-structured script with the HR managers of the state hospitals of Espírito Santo administered by SHO since 2008, during the study period 2015-2016. The 10 largest SHO operate in hospitals and receive very high values. Most of them work in SP (8), half in RJ and 2 in ES. Of these, 40% operated in more than one state at the same time. Over all management contracts in the surveyed states, there are more similarities than differences, and they distort principles of public administration. There are no contracts for goals or resources for HR policies. The HR manual and the work plan required by law are not available for consultation. Inaccessibility to information is illegal and hinders social control. SHO’s practices diverging from the rules of public procurement and the non-precarious nature of work. They do "quarreling" and "pejotization". Its employees perform the SUS, however, they are not considered as SUS workers. The SHO has demonstrated its own personnel management policy, similar to that of private companies, meeting several criteria established in the norms and guidelines of health work management. They do not receive specific financial resources for HR management, nor is such policy monitored by the public management body. The justification presented is the maintenance of the efficiency and quality of the services provided. Contradictory is not having adequate means to measure such quality. Managers consider acting in private institutions and view users as clients. They declare that they have been hired to hire people because the government has legal rules and limits to hire its own workers. The increase in the number of SHO replacing the State in the implementation of health services involves the transfer of many resources, mainly financial, and shows a regional and national tendency, especially in hospital management. Keywords: Social Health Organizations. Human Resources in Health. Hospital Management.

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