Rotation of Public Managers. Problem of management or solution of political trust?
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Abstract
The study analyzes the rotation of high level public managers in Ecuador and their use as an instrument of political trust from the Executive, in contrast to a life cycle model of managerial performance, to determine if it is a problem to obtain results in the management. A qualitative and diachronic analysis of rotation rates and the time of permanence in the position of the managers is carried out from a sample of Ministries that represent an important weight in relation to the State management model for the five-year period 2012-2016; as a result, it is shown that with high levels of turnover problems are configured to effect a professional management and, although this is used as a political and electoral tool for the movement of the authorities, at these levels its strategic utility decreases.
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