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Human Resource Development vs. Development Management. A Survey of Issues. The “Chicken and Egg” Question. Human Resource Development versus Economic and Social Change Which comes first?. Which Comes First?. The Administrative Challenge It is very hard to change public sector structures
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Human Resource Development vs. Development Management A Survey of Issues
The “Chicken and Egg” Question • Human Resource Development versus Economic and Social Change • Which comes first?
Which Comes First? • The Administrative Challenge • It is very hard to change public sector structures • NGOs are easier but • It takes five years to educate a manager
Human Resource Development Background • The Problem Nature of the “promote socio-economic change bureaucracy” • Can it? • Legacy: The nature of the stratified Civil Service • Segregated or class based systems • Elitist • Generalist, legal or technical • Extractive? • Law and Order
Human Resource Development • Role of the state in economic development • Nature of the mixed economy • Management of public corporations • Role of regulation trust busting • Reputation of the African economic model • Asian, European and Latin American comparisons (South Africa as a NIC)
The Transformation • Management Systems: Definitions and Types • Routine administration • Praetorian administration • Scaffolding Administration • Development mobilization • Administration • non-routine
Human Resource Development, Development Management, Planning and Policy • The nature of the state decision-making process: planning (and = Planning vs. budgets) • Privatization--administration and contracts • Deconcentration vs devolution national vs. local • National • Regional • Local
Human Resource Development- Issue • Institutional Development, The Weberian model- Fit of existing institutions for development • Mass of Regulations, routines and the hierarchy: SOPs • Absence of judgment, discretion and creativity • How suitable for Development
Human Resource Development Background • The civil service "spirit”; problems of morale • Pattern of indigenization, localization and equal access • Replacement of long service, old regime or expatriates with inexperienced, untrained, often "clerical" assistants or politicos with no professional skills
Human Resource Development Background • The civil service "spirit”; problems of morale • Role of the graduates • Issue of equating authority with age • Experience vs. the young's feeling of blockage from rapid promotion next generation of University
Sensitivity to Expatriates • Sensitivity to continuing influence of foreign “expatriates” in technical assistance and international organizations • Symbols of Colonialism or Dependence • Expatriate mentality and tendency to outside of the formal chain of command
Human Resource Development Background Issues • Negative image of Government Administration • Need to shift from law and order administration to development values • Willingness to accept non-governmental and civil society organizations • Question: • Use of bureaucracy development to mobilize people for economic change and provide for socio-activist, "organic" civil service, not a hierarchical, mechanistic one
Human Resource Development • Recruitment • Discipline • Motivation • Education and Training
Recruitment: Three Models • Patronage and Political Appointments • Education (merit) Recruitment • By what standards?
Recruitment • Representation vs. merit • Problem of the visible positions and the use of language • Professional Services foreign service, military, police, technical-professional cadres each represent a separate set of issues
Representation • “Representative Bureaucracy” • Affirmative Action • Ethnic Arithmatic • “Africanization” or “Malaysianization”
Recruitment: • Representation-merit vs. representation, continued • There are both political and economic demands made during and after a transition • Political, Merit and Representation Issues are all legitimate • The key issue: Can bureaucratic structures be used to promote socio-economic change and if so how should they be trained
The Transformation • Affirmative Action and the Representation Model • Active vs. Passive change • Inducements to move people to the private sector • Contracting Out as an inducement model
HRD: The Transformation • Issues of discipline, termination • The life sinecure and problems of dead wood • The role of participation in the HRD Development process • Public and private sector professional associations, political parties, and trade unions • Grass Roots and Bottom Up Planning • The public vs. the NGO and the private sectors: who wins the HRD struggle?
Human Resource Development, Development Management, Planning and Policy • Public administration vs. development administration • Potential for development administration • The role of NGOs and PVOs social movements, unions and cooperatives • Project vs. program management planning • Implementation, institutional capacity and assessment • Focus of HRD Efforts
Human Resource Development, Development Management, Planning and Policy • International Involvement: Scholarships, Training, Institutional Development • International involvement • Institutions, Debt and Failure • Investment, Loans, Debt and the role of technical assistance (and Dealing with donors) • Special requirements for rural development • Problems of urban bias
The Transformation Motivation: Theory x vs. Theory y
Motivation • Theory X: • Basic Needs: Money • Time in Motion • Frederick Taylor, Taylorism and Scientific Management
Motivation • Theory Y • Hawthorne Experiments- Chicago • Need to feel Human and part of social system • Consulting, Sensitivity Training, “Suggestion Boxes”
(Theory z)Maslov’s Hierarchy of Needs First Level: Survival Needs--poverty culture and political uncertainty-Violation of the social contract Second level: Non-economic motivations- Social and egocentric Third Level: Self-actualization Ego-highest level
Education and Training: Knowledge Base • The problem of: bounded knowledge no short cuts to education • The key to the short-term experience: designer training • Organizational Development • Public Sector Higher Education System
Temptations of “Bridging” Training • Short 3-6 Week Training Program, in-country or overseas • Can substitute for the Experience of a University Education • Training best focused on skills
Temptations of “Bridging” Training • Extent to which the administrative culture reflects a high degree of paternalism • One needs flexible people, with flexible minds • The new administrators in Transitional states • First vs. second generation: The bridging generation can block the next generations
Problem of Bounded Knowledge • The time factor • Professional and technical skills and "the art of management" • Administrative culture • Issue of debate and discussion within the public service (problem of conformity) • Criticism of tunnel vision • Mentality of the old nuts and bolts mechanisms within the context of a centralized state
Education and Training: • Education: • Entry Requirements The MPA style degree? • The role of University programs • The Prospects and Limits of training: Problems of management skills • Basic Techniques and Processes (e.g. Computers and Quantitative Skills) • How much Consciousness Raising? • Development Management vs. Management Development • The debate over Human Resource Development
Education and Training: • Education in Public Management, Personnel, Financial Management, Management Information Systems (Masters Degree as a Professional Degree) • Public Policy Analysis and Issue Areas • Public Administration • Political Institutions and Processes • Macro and Micro Economics • Development Policy and Management (NGOs)
Problem of Bounded Knowledge • Need for gradual retirement of existing Administrators and a staggered bridge • The role of overseas training and education: Problems of technical assistance • Role of donors and the policy process • Donor provision of planners and administrators • The attractiveness of Bridging Training • The Brain Drain Issue
The Transformation • Human Resource development planning: The Importance of a BASE LINE planning • Rule of Thumb: The Wider the target the less precise the planning
Base Line Planning • Macro-planning- Country Wide • Sectoral Planning-single sector, eg. agriculture • Functional Planning- engineers • Sub-national Planning- local level • Institutional planning or organizational- single unit • Skills analysis- focus on individual
Discussion • What have you been reading lately? • What should your colleagues be reading?
Discussion: Next Week • Civil Service Training in Eritrea- Picard • Each group prepare a five minute critique