A redução gradativa de candidatos ao cargo de diretor de escola estadual no contexto da Superintendência Regional de Ensino Metropolitana B

Abstract

This dissertation was developed within the scope of the Professional Master's Program in Management and Evaluation of Public Education (PPGP), of the Center for Public Policies and Education Evaluation (CAEd), at the Federal University of Juiz de Fora (UFJF). The research addresses the position of principal in the light of Democratic Education Management, with the aim of understanding the reasons behind the gradual reduction in candidates for the position of state school principal in the Metropolitan B Regional Superintendence of Education (SRE). The problem was evidenced in the selection processes for the position of principal in 2015, 2019 and 2022, in which there was a reduction in the formation of slates to run for the position through the school community's vote, and a consequent increase in the choices restricted to the Collegiates or the SRE. Initially, there are hypotheses that cover: training, remuneration, career, administrative complexity, work overload and ways of filling the position, discussed in a theoretical contribution based on research by various authors with consolidated themes in the national education scenario. The field research, with a quantitative approach, was limited to Ibirité/MG, in a sample of seventeen schools, representative of the universe of the SRE. The subjects, potential candidates for the position of principal, were surveyed using a questionnaire. The findings of the research show that the causes for the gradual reduction in the number of candidates for the post of principal are based on inadequate and/or insufficient initial training to hold the post. There is a need to review the volume of work without increasing the workload, in a context of unsatisfactory pay, complex duties and a pay gap between permanent and temporary staff, which is to the disadvantage of the latter. There is a lack of interest in taking up the post, a low number of candidates for Occupational Certification and a lack of knowledge about the career. However, there is agreement that the position should be filled on the basis of technical and democratic criteria. These findings made it possible to plan and propose actions to improve management practices, capable of mitigating the problem, through the implementation of the course “Fundamentals and Practices of the School Director (FPDE)” and the “School Management Transition Process (PTGE)”, fostering the strengthening of the director in the context of Democratic Management.