Public Integrity and the Selection Process for Management Positions: a study at the Superior Court of Justice
Public integrity; manager selection; transparency; meritocracy; compliance
Public integrity stands out as a fundamental pillar of public administration, forming the foundation for ethical and transparent practices that sustain the trust citizens place in the government and its institutions. Considering the importance of leadership in promoting integrity, this study examined the applicability of public integrity elements, defined by the National Justice Council, in the selection processes for management positions at the Superior Court of Justice, from the perspective of the employees. The concept of public integrity adopted was defined by the OECD and embraced by the CNJ as the “consistent alignment and adherence to values, principles, and ethical standards that prioritize the public interest over private interests.” Predominantly quantitative research methodology was used, analyzing data collected through questionnaires, which were examined using descriptive statistics and categorical data analysis to identify interactions and dependencies between study variables. The results revealed employees' perceptions of the investigated elements. Regarding transparency, the perception was mainly negative, especially in conducting selections, influenced by employees' years of service and their area of operation. Perceptions of meritocracy and professionalism showed distrust in the selection processes, due to a lack of clarity in criteria and the devaluation of merit, influenced by employees' positions. In terms of compliance, negative perceptions or lack of knowledge about the topics prevailed across various areas of operation. The prohibition of nepotism was well evaluated, acknowledging that legal impediments are checked before appointing managers. Regarding leadership renewal, there was little turnover in strategic positions, suggesting the adoption of policies that encourage renewal to mitigate the risks of prolonged tenure. The results indicate that, although the STJ has established governance mechanisms, the perception of integrity in selection processes for managers requires adjustments. Thus, the proposed technical-technological product aims to train employees in implementing a public integrity program directed at the manager selection process. Aligned with CNJ Resolution No. 410/2021 and international standards, the program will use the design thinking methodology to foster creativity and collaboration in building a specific integrity system for the STJ.