|
I. |
The globalization of public sector
reform |
|
|
The changing role of
public administration
Traditional
public administration
Public
management
Responsive
governance
Emerging
issues
The
resilience of traditional civil service values
Public
administration: responsive to whom?
Responsiveness
to politicians
Responsiveness
to citizens and customers
Towards
a new synthesis |
|
|
|
II. |
Human resource management and
government performance |
|
|
Why HRM matters
The
importance of merit-oriented HRM policies
Government
as a “model employer”
HRM reform: “starting
from where you find yourself”
Reform
requires sound political diagnosis
Leadership
commitment is necessary |
|
|
|
III. |
Socio-economic challenges facing
HRM |
|
|
Demographic changes
Shortage
of skilled labour
Labour migration
Potential
benefits of labour migration
HIV/AIDS
Managing
in an HIV/AIDS environment |
|
|
|
IV. |
The mixed results of HRM reform |
|
|
Structural adjustment
and downsizing
New public management:
lessons learned
Outsourcing:
a double-edged sword
Performance-related
pay: an unwarranted panacea?
NPM:
more than a doctrine
Leap-frogging:
a possibility?
Labour relations in the
public service
Diversity management
Gender
imbalance
Accommodating
diversity |
|
|
|
V. |
Managing people as a strategic
resource |
|
|
Adopting a holistic
approach to reform
Building an effective
HRM institutional framework
Legal
and regulatory reform
Central
government: assigning the HRM leadership role
Central
and line agencies: establishing the division of HRM responsibility
Professionalizing human
resource management
HRM
units: towards strategic specialization
Competence
frameworks: setting the standard for performance
Merit-based
appointment: getting the best person for the job
Developing
a pay policy: attracting and retaining talent
Performance
management and appraisal: supporting and developing staff
Rightsizing:
getting staffing back on track |
|
|
|
VI. |
Promoting organizational learning
in the public service |
|
|
Organizational culture:
changing mindsets
Compliance:
a virtue turned vice
Organizational
learning: a people-centred framework
Strategic areas to
promote organizational learning
Improve
knowledge-sharing and management
Promote
mentoring programmes for staff
Enhance
the analytical capacity of government
Strengthen
the career development system
Leadership as the
facilitator of learning |
|
|
|
|
Technical summary: Public sector
performance, prestige and promotion |
|
|
Public sector
performance
Prestige of a public
sector career
Promotion to high-level
political posts |
|
|
|
|
Bibliography |
|
|
|
|
|
Boxes |
|
1. |
Information and communication technologies |
|
2. |
UN/DESA analysis of government performance |
|
3. |
Political discretion in reform—Benin |
|
4. |
Old age, new challenges—China |
|
5. |
Pension reform for a sustainable future—Brazil |
|
6. |
Turning brain drain into brain gain—Philippines |
|
7. |
Stemming the brain drain—South Africa |
|
8. |
The impact of HIV/AIDS on the public service—Malawi |
|
9. |
Outsourcing public services: the National Health Service—United
Kingdom |
|
10. |
Performance-related pay: if you fail to prepare, you prepare to
fail—Mauritius |
|
11. |
The Public Service Modernization Act—Canada |
|
12. |
The role of ICTs in facilitating decentralized HRM—Cameroon |
|
13. |
A voluntary retirement scheme—India |
|
14. |
Rightsizing the right way—Uruguay |
|
15. |
Developing a shared vision—Germany |
|
16. |
Leading by example—Namibia |
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|
|
|
|
Figures |
|
1. |
Driving and restraining forces in Moroccan reform |
|
2. |
Ten developing countries with highest emigration rates of highly
educated people to OECD countries, 1999–2001 |
|
3. |
Ten largest developing-country recipients of remittances, 2002 |
|
4. |
Ten developing countries with largest ratios of remittances to
GDP, 2002 |
|
5. |
Ten developing countries with highest proportion of adults living
with HIV, 2003 |
|
6. |
Ten developing countries with the most adults living with HIV,
2003 |
|
7. |
Central government expenditure on wages in 49 developing
countries, 1980–1999 |
|
8. |
Decision-makers one level below that of minister in the central
administration of 30 European countries, by gender, 2004 |
|
9. |
Decision-makers two levels below that of minister in the central
administration of 30 European countries, by gender, 2004 |
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|
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|
|
Scatter plots |
|
1. |
Bureaucratic quality and merit |
|
2. |
Integrity and merit |
|
3. |
Bureaucratic quality and salary |
|
4. |
Integrity and salary |
|
5. |
Prestige and new public management |
|
|
|
|
|
Tables |
|
1. |
Three models of public administration |
|
2. |
Six forms of accountability |
|
3. |
Approaches for different stages of HRM reform |
|
4. |
Composition of Chad’s civil service, 2002 |
|
5. |
Selected HRM features of the three models of public administration |
|
6. |
Responsibility for HRM in central government agencies |
|
7. |
A competence framework for HRM |
|
8. |
Selected pay-scale compression ratios, 1991–2003 |
|
9. |
Wages and salaries in federal versus unitary states |
