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Les Top Managers au coeur des réformes :comment vivent-ils leur position double d'évaluateur-évalué?

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Author Info

  • Arnaud Daugnaix
  • Marie Goransson

Abstract

Depuis la réforme Copernic, les hauts fonctionnaires endossent un rôle double en matière d’évaluation. D’une part, ils sont évalués dans le cadre des dispositifs liés aux postes à mandat. D’autre part, ils évaluent leurs collaborateurs directs au moyen des cercles de développement. Cette situation nouvelle engendre des changements importants. Au départ d’une étude de cas menée au sein d’un Service Public Fédéral, nous analysons à la fois les dispositions statutaires des deux systèmes adoptés et le ressenti des top managers à leur égard. Divers axes balisent notre recherche. Pour commencer, les systèmes sont examinés sous l’angle du management de la performance. Leur contribution à la cohérence de l’action publique est ensuite abordée. En outre, la décentralisation des procédures évaluatives, de leurs conséquences, et des moyens dévolus aux managers est étudiée tant sur le plan formel qu’informel. Pour terminer, la problématique de l’objectivité conçue et perçue est envisagée dans le régime de mandats et des cercles de développement. Quelques conclusions achèvent l’article.

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File URL: https://dipot.ulb.ac.be/dspace/bitstream/2013/53976/1/RePEc_sol_wpaper_09-019.pdf
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Bibliographic Info

Paper provided by ULB -- Universite Libre de Bruxelles in its series Working Papers CEB with number 09-019.RS.

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Length: 25 p.
Date of creation: 2009
Date of revision:
Publication status: Published by:
Handle: RePEc:sol:wpaper:09-019

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Related research

Keywords: haute administration fédérale; postes à mandat et leur évaluation; cercles de développement; perception et ressenti.;

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