Since the management reform process spread worldwide, other reform proposals following the same logic were put into practice, most of them at the state level. The Management Shock program, implemented in the State of Minas Gerais, Brazil, is one example of such a proposal and deserves to be highlighted due to the very positively evaluations it received in specialized literature. Therefore, the objective of this study is to analyze to what extent the program Management Shock, implemented by the Government of Minas Gerais, incorporates the different dimensions inherent to the concept of performance. For the analysis of this program, we propose a theoretical model that relates the concepts of instrumental rationality and substantive rationality, as analyzed by Ramos (1989), with the multidimensional paradigm, proposed by Sander (1995). For the latter, the notion of performance should be broadened, incorporating the criteria of efficiency, effectiveness, responsiveness and relevance. The concepts of efficiency and effectiveness are related to instrumental rationality or the utilitarian calculation of consequences; while effectiveness and relevance are related to substantive rationality, based on values. The relationship between the six concepts represents the theoretical framework adopted for data analysis. Data were collected through documentary research and analyzed through the qualitative method of argumentative analysis. For the analysis, the categories of substantivity and instrumentality were used, and indicators were created based on the theoretical framework. Through these indicators, the document entitled Integrated Development Plan of Minas Gerais (PMDI), which consists of long-term planning of the program Management Shock, was analyzed. From the analysis, it can be observed that the guiding concept of development is impregnated with PMDI substantive elements, such as concerns about the quality of life and about meeting social needs. However, the concept of performance in which it is based includes aspects predominantly instrumental, since it is believed that in order for government to improve its performance it is enough to reduce costs or focus on results. Therefore, we conclude that the concept of performance in which the Shock Management program is guided does not include the different dimensions of performance in a balanced way, while being guided by a development concept that involves substantive and instrumental elements.
Public administration; performance; rationality; Management Shock Program
