1 / 29

CAFRAD TRAINING WORKSHOP, TANGIER, MOROCCO

CAFRAD TRAINING WORKSHOP, TANGIER, MOROCCO. PROMOTING HUMAN RESOURCES IN THE PUBLIC SECTOR: THE CRITICAL ROLE OF HUMAN CAPITAL IN THE PERFORMANCE OF PUBLIC SERVICES IN AFRICA. 21 – 25 JUNE, 2O10. SUB-THEME 4.

nora
Télécharger la présentation

CAFRAD TRAINING WORKSHOP, TANGIER, MOROCCO

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. CAFRAD TRAINING WORKSHOP, TANGIER, MOROCCO PROMOTING HUMAN RESOURCES IN THE PUBLIC SECTOR: THE CRITICAL ROLE OF HUMAN CAPITAL IN THE PERFORMANCE OF PUBLIC SERVICES IN AFRICA. 21 – 25 JUNE, 2O10

  2. SUB-THEME 4 IDENTIFICATION, MONITORING AND EVALUATION OF PERFORMANCE AND RESULTS IN THE PUBLIC SERVICE.

  3. PRESENTEDBY DR. MUJWAHUZI H.M. NJUNWA PROFESSOR OF PUBLIC ADMINISTRATION AND MANAGEMENT. FACULTY OF PUBLIC ADMINISTRATION AND MANAGEMENT. MZUMBE UNIVERSITY, MMZUMBE , MOROGORO, TANZANIA.

  4. THEORETICALFRAMEWORKKEY CONCEPTS THE PUBLIC SERVICE It is a system of governmental departments, agencies and employees in the public sector (Peters, 1989). It is sometimes referred to as the Civil Service. It is a critical institution in the processes of managing public affairs.

  5. THE CENTRALITY OF THE PUBLIC SERVICE • It serves as a critical bridge between the Citizens and the State, defined as a political entity that possesses people, territoriality, sovereignty and a government (Levine, 1990). • It has the responsibility of ensuring that all Citizens, irrespective of their physical, biological or social differences receive governmental attention, protection for their life and property, access their human and social needs, enjoy their freedom of movement, association and expression.

  6. THE CENTRALITY THE PUBLIC SERVICE - continued • These responsibilities are critical and sensitive because they touch the critical aspects of the public. • Their execution, therefore demands, competence, commitment, loyalty, creativity, integrity, self-respect, sacrifice and humility of people in positions of administration.

  7. THE CENTRALITY THE PUBLIC SERVICE - continued • It is the Public Service that carries out the responsibility of holding the state together. • A Public Service that adheres to ethical standards enhances the country’s prospects for growth and stability. • A corrupt Public Service pushes the country towards social and economic anarchy.

  8. THEORETICAL FRAMEWORK THE HUMAN RESOURCE • It is a critical living input into the process of creating public goods and services (Torrington, et al, 2002) • It is the “living dimension” that distinguishes the human resource from other resources such as oil, water, money, machinery, agricultural products, etc.

  9. THEORETICAL FRAMEWORK THE HUMAN RESOURCE • It is the human resource that plans, formulates and implements policy, innovates, produces, leads and bestows organizations with a life. • In Genesis 1:26 God said” Let us make man in our image, in our likeness and let them rule over fish of the sea and birds of the air, over the livestock, over all the earth and over all the creatures that move along the ground.”

  10. THEORETICAL FRAMEWORK-cont’d THE CITIZENS • They are people who enjoy the right of sharing in deliberative or judicial office (for any period, fixed or unfixed) (Aristotle, 1946). • They all share in the civic life of ruling and being ruled (rights and obligations) (Heater, 1990). • They are a countervailing force that has the potential to check political and bureaucratic excesses.

  11. THEORETICAL FRAMEWORK-cont’d ISSUES FOR DISCUSSION/REFLECTION • The Public Service traditional values (equity, impartiality, equal access) versus the current mode of providing public services through private providers. Aren’t these values threatened? • The centrality of the HR versus technological innovations such as digitization and robotization. Can we still talk of the critical role of the HR?

  12. THEORETICAL FRAMEWORK-cont’d ISSUES FOR DISCUSSION/REFLECTION • Witness the current integrity crisis of Africa’s Public service (e.g. the Sudan, Somalia Democratic Republic of Congo, Ivory Cost, Nigeria). Does the concept of the public Service match with the nature of Africa’s public service on the ground? END OF SESSION ONE

  13. SESSION TWOIDENTIFICATION AND MONITORING OF THE HRS POINTS TO BEAR IN MIND • The public service shoulders the unenviable task of serving the citizens/residents effectively and efficiently • Its employees therefore must possess requisite knowledge, skills and experience. • The system to ensure that competent employees are procured must be put in place and enforced accordingly.

  14. IDENTIFICATION AND MONITORING OF THE HRS SYSTEM OF MERIT IN RECRUITMENT AND PROMOTION. -Openness- advertise vacant positions -Transparency- -Competitiveness -Panel-conducted interviewing of candidates

  15. SYSTEM OF MERIT IN RECRUITMENT AND PROMOTION Advantages of the Merit system • Affords greater opportunity to prospective candidates to compete for the vacant post • Expands the pool of competing candidates from which to select qualifying candidates • Reduces the possibility of selecting candidates on the basis of nepotism, corruption, etc

  16. SYSTEM OF MERIT IN RECRUITMENT AND PROMOTION Advantages of the Merit system –contd • It builds confidence in selected candidates. • It increases the potential and possibility for selected candidates to perform more effectively.

  17. STAFF PERFORMANCE CONDITIONS FOR EFFECTIVE STAFF PERFORMANCE • Suitably and appropriately selected candidates • Clarity of tasks for execution and responsibilities to shoulder • Effective oversight (supervision) • Compensation (various forms)

  18. STAFF PERFORMANCE CONDITIONS FOR EFFECTIVE STAFF PERFORMANCE (cont’d). • A conducive working environment (office, tools of work, etc). • Prospects of employee growth and development. • Job enlargement and job enrichment • Attractive terminal benefits.

  19. SYSTEM OF MERIT IN RECRUITMENT AND PROMOTION ISSUES FOR DISCUSSION/ REFLECTION • The practice of the merit system in Africa’s Public Service (cases of nepotism in hiring of staff) • Relevance of Fred Rigg’s notion of the Prismatic Model and Hyden’s concept of the economy of affection in Africa’s public administration

  20. SYSTEM OF MERIT IN RECRUITMENT AND PROMOTION – con’t ISSUES FOR DISCUSSION/ REFLECTION • Does the nature of Africa’s Public Administration recognize and allow the effective use of the human resource? • Can the brain drain be reflective of Africa’s Public Service failure to recognize the critical role that the HR has to plan? END OF SESSION TWO

  21. SESSION THREEMONITORING AND EVALUATION MEANING: • M&E is an aspect of Performance Management. • It is a process of following up the employee as he/she carries out the assigned tasks, establishing both the strengths and limitations to performance as well as working out a mechanism to reward good performance and rectify the limitations.

  22. SESSION THREEMONITORING AND EVALUATION CONDITIONS FOR EFFECTIVE M&E • Presence of a Corporate Strategic Plan (Vision, Mission, goals, strategies, key result areas, performance indicators need to be cascaded). • Setting up performance (SMART) goals • Performance indicators must be stated. • The process of setting up goals and indicators must be joint (worker and supervisor). • The worker must be supported to pursue the set goals. • The Supervisor must provide the required guidance. • There has to be a Mid-year and Annual Reviews. • The Review must be OPARS-based (elaborate).

  23. SESSION THREEMONITORING AND EVALUATION PURPOSE OF EVALUATING STAFF PERFROMANCE • To ascertain that corporate goals are properly pursued as planed. • To ascertain the attainability of the set goals • To ensure that the required inputs for effective staff performance are available.

  24. SESSION THREEMONITORING AND EVALUATION PURPOSE OF EVALUATING STAFF PERFROMANCE (cont’) • To detect performance errors and rectify them before they get worse. • To empower the worker to own the process of producing/delivering services. • The establish a fair and justifiable basis for awarding and punishing a worker.

  25. SESSION THREEMONITORING AND EVALUATION PURPOSE OF EVALUATING STAFF PERFROMANCE (cont’) • Strengthening performance confidence in staff • Strengthening worker-supervisor relations and hence corporate solidarity

  26. SESSION THREEMONITORING AND EVALUATION ISSUES FOR DISCUSSION/REFLECTION • Review the challenges of setting SMART goals in the Public Service • Explore possibility of setting lower goals to ease attainability (fear of punishment for non-attained set goals) • Challenges of OPRAS • Getting over the challenges.

  27. SESSION THREEMONITORING AND EVALUATION POST-EVALUATION MEASURES (HR). • Reward staff – financial and non-financial • Strengthen faltering performance • Review previous goals, strategies, etc • Improve budget

  28. SESSION THREECONCLUDING REMARKS AFRICA’S PUBLIC SERVICE AND THE HR • Africa’s Public Service can serve the people better and more effectively if its human resources are properly identified, procured and maintained • The Public Service in which the HRs work ought to be conducive (safe, secure, fair) • The process of setting goals, delivering the services must be jointly owned by the supervisors and workers.

  29. END OF SESSION THREE THANK YOU ALL VERY MUCH FOR LISTENING TO ME NJUNWA, M.H.M. TANGIER JUNE, 2010

More Related