Health Management and Labor Relations in Primary Care
primary care, health management, health workers
The present research aimed to understand the role of the primary care manager through their health management work and their interaction with other health workers in the context of a municipality in the metropolitan region of Rio de Janeiro. To this end, a literature review, descriptive research and interviews guided by a semi-structured script were carried out with managers of two basic health units in the same municipality, with the aim of describing the work process of the Primary Care manager, identifying internal and external factors to management that contribute or not to the promotion of workers' health and discuss the construction of links between managers and primary care workers. Along with this, the field diary comprised the group of materials for analysis. The interviews were transcribed, and the data obtained were analyzed together with the field diary considering the Emancipatory Dialogical Narrative Analysis. As results, the following macro categories were obtained: 1) Sociodemographic and professional data; 2) Training and context of work in primary care (a) Construction as a health professional-nurse-manager, b) Manager-Team Interaction, c) Precarious aspects of work in Primary Care, d) Characteristics of the Territory); 3) Management practices (e) Goals and indicators, f) Manager-community interaction). The data from the field diary comprised the topic: Insertion of the researcher in the territory (a) Contact with the body responsible for the managers, b) Timing of the interviews and insertion in the field, c) Transcription of the interviews and deeper contact with the content). The analysis of the results shows that, based on the role of the family health team manager, the management of health work in the municipality in question is organized with goals established to meet the health indicators for the territory, however characteristic obstacles such as Territorial elements and institutional elements sometimes make their management work more difficult in relation to what is recommended. It is concluded that the role of these managers goes beyond the organizational functions of work functioning, but gains a dimension of extra-professional care, in a humanized characteristic by facing extra-work demands with the members of their team.