As transformações nas relações de trabalho no poder judiciário gaúcho: uma cartografia a partir da reforma do judiciário

Abstract

This study aimed to analyze the changes in labor relations within the Judiciary in Rio Grande do Sul since the approval of Constitutional Amendment nº 45/2004, which became known as Judiciary Reform. For this purpose, historical facts characteristic of managerialism that triggered the transformations in labor relations in the Judiciary in Rio Grande do Sul were analyzed, seeking to understand how civil servants of the Judiciary in Rio Grande do Sul have incorporated changes in labor relations since the Judiciary Reform. Changes in the organization of work experienced by TJRS servers were also identified. The theoretical approach used to meet the purposes of this research sought support in the theories of Michel Foucault, who evidences a notion of work engendered by neoliberal ideas, and Pierre Dardot and Christian Laval, his followers, who discuss the role of the State in neoliberal rationality. With this background, I understand that the transformations promoted by neoliberal ideas have changed work relations in public organizations as well, through the adoption of managerialism. The chosen method was cartography, as this method was able to conduct the research using the researcher's perspectives and capturing subjectivities in the analyzed territory, aligning with post-structuralist thinking, the epistemology that guided this study. The data collection techniques used were participant observation, with relevant notes in a logbook, interviews and documentary research. From the analysis of the data produced, I realized that the CNJ was the body that implemented and modernized the way in which the Judiciary was managed. At TJRS, the new management model made servers and magistrates more competitive due to the great control and requirement of goals by the CNJ, inserted in the logic of competition. Management practices such as Strategic Management, new People Management processes, technology and innovation became part of the institution, also changing the work configuration, mainly after the adoption of the eproc electronic system. Some sectors gained prominence in the institution, being identified as strategic sectors of the TJRS, as is the case of the judicial school, CJUD, as well as sectors linked to innovation, such as Labee9. The Career Plan (PCS), so desired and conquered by state judiciary employees, also proved to be not only a feat of the category, but a necessity of the institution for the functioning of the new management logic. The administration needs commissioned positions, functions that are rewarded for training leaders, which act as multipliers of the ideas of this new management model, thus facilitating the achievement of institutional objectives. The performance evaluation, which became part of the PCS, controls even more the servants who start to participate less and less in the fight for rights and claims for improvements, promoting union weakening and the individualization of the subject, who does not want to jeopardize their benefits such as granting telework or a possible paid role. Thus, the neoliberal rationality formed in the Judiciary not only a type of server, that is, the servers understand and incorporate changes in labor relations in different ways. Many identify flexibility and competition as an opportunity and attractive to remain in the institution. Others understand these as negative factors, perceiving excessive individualization, excessive control and exaggeration of goals.