Eficiência e produtividade das unidades do Ministério Público do Trabalho no País

Abstract

The Constitutional Amendment no. 19/1998 formalized the principle of efficiency in the Federal Constitution, transforming Brazilian public administration by requiring quality services with the rational use of resources, in response to the administrative crisis that followed the 1988 Constitution. This paradigm shift established that efficiency must transcend mere legality, demanding positive results and the fulfillment of social needs, which is particularly relevant for institutions with administrative and financial autonomy, such as the Federal Prosecution Service (MPU), especially one of its branches, the Labor Prosecution Service (MPT). In this context, this study aims to analyze the efficiency and productivity of the MPT units in Brazil, which was pursued through the following specific objectives: i) to present the ranking of relative efficiency of the units; ii) to analyze the behavior of dynamic efficiency (productivity) of the units from 2022 to 2024; iii) to map benchmarks and opportunities for improvement for inefficient units; and iv) to understand managers’ perspectives regarding the quantitative findings related to efficiency in the MPT. A mixed-method approach was adopted, combining documentary and field research. The sample was census-based, including all 24 Regional Labor Prosecution Offices (PRTs). Quantitative data was collected from official sources and analyzed using Data Envelopment Analysis (DEA), while qualitative data was obtained through semi structured interviews with Regional Directors and analyzed using content analysis. The results revealed that 10 units (PRTs 02, 07, 08, 09, 11, 13, 15, 16, 19, and 20) were fully efficient throughout the entire period, while dynamic efficiency indicated increases in productivity from 2022 to 2024, driven by technological advances. Regarding benchmarks, PRTs 02, 09, 13, 15, and 16 stood out as frequent references and should be studied in greater depth to identify the best practices that make them models of efficiency. The interviews reinforced some aspects of the DEA analysis, such as the need to resize the workforce, imbalances in input levels across units, and possible underutilization or oversizing in resource allocation. On the other hand, they revealed intangible aspects that contribute to organizational efficiency, such as employee recognition and appreciation, adequate training of newly hired staff, attention to mental health, and team engagement and resilience. Overall, the study contributes by mapping the efficiency levels of MPT units and identifying critical performance factors, offering support for strategic management policies and the strengthening of the institution’s role in the defense of social and labor rights.