Recruitment, Education and Training A Synthesis

1
Recruitment, Education and Training A Synthesis

• Blue Team

There is no shortcut to human resource
development - Picard (2005, 231)
2
Part I Golden Oldies
3
Corruption by Theodore Dreiser

• Story of a wealthy banker (Cowperwood) engaged in
  various troublesome financial dealings
• Seeks to give to high-profile causes (university
  telescope) to raise his public profile. He plans
  to give several hundred thousand dollars to
  university.
• Is in line to benefit from a city ordinance that
  would leave him directly profiting
• Ordinance puts mayor, engaged in reelection
  campaign soon, in a bind
• Should he push this through? Ultimately, is
  forced to not contest the ordinance due to
  Cowperwoods pressure
• Take-away corruption can work in subtle,
  behind-the scenes ways brings theoretical
  concepts to life through literature

4
Spiro Agnew and Maryland Customs by Bruce L.
Payne

• Focuses on character in understanding political
  corruption
• Character psychological and moral
  characteristics independence, greed, insecurity,
  confidence, virtue, aggressiveness, passivity,
  malice, untruthfulness (603)
• Many people in positions that enable them to
  profit at publics expense, but vast majority do
  not

5
Spiro Agnew and Maryland Customs by Bruce L.
Payne

• Example of Spiro Agnew, governor of Maryland, who
  had a system of kickbacks through state contracts
  set-up while governor
• Agnews character fueled by resentment (605)
  insensitive to conflicts of interest, ethical
  issues lacked conscience action preferred to
  introspection (also characteristic of political
  process)
• Concludes with standard corruption-fighting
  recommendations (transparency, civil service,
  etc.)
• Ultimately if we want to combat corruption we
  need to look at it through lenses of honesty and
  integrity, as well as vice

6
Berger, Bureaucracy East and West

• Studies of bureaucratic structure/behavior (373)
• Structure the centralization of power and
  authority the establishment of a hierarchy of
  offices with special requirements and
  prerogatives the existence of rules governing
  the exercise of functions and authority
• Behavior institutional or behavioral
  concomitants of structures (ex. caution in
  interpreting rules, self-interest among
  officials, and their conduct toward public)

7
Berger, Bureaucracy East and West (Continued)

• Western concepts and findings revealing
  limitations for non-Western setting (373-5)
• Ex. bureaucracy in Egypt got influenced by
  various culture and political control
• The degree to which personal initiative is
  related to bureaucratic behavior (which behavior
  is more highly bureaucratic?)
• Robert Mertons summary on structural and
  behavioral patterns of bureaucracy
• Dees it match with Egyptian officials highly
  exposed to Western culture?
• Reexamination
• Rationality and universalism hierarchy
  discretion (378)
• Bureaucratic tendencies and professionalism

8
Younger, The Public Service in New States

• Colonial territories/ transition/ colonial public
  servants
• The speed of political evolution tends to
  outstrip that speed at which the educational
  system can meet the new demand
• The evolution of the administrative services
  should be adjusted to suit the pace of political
  advance (2).

9
Younger, The Public Service in New States
(Continued)

• Special list scheme intended to retain
  experienced staff
• Especially designed for Nigeria (7-10)
• Serving on salaries, conditions, pensions,
  compensation payments
• Finding continuous employment for all officers on
  the special line up to at least the age of 55
• Failure of the special list
• Special report B superseding the previous place
  UK encourage the Nigerian government to make use
  of the freezing few younger officers

10
Part II Literary Map and Synthesis
11
Preview

• Administrative reform as a means to better policy
  implementation
• Osborne and Gaebler We do not need more
  government or less government, we need better
  government. . . we need better governance . . .
  The process by which we collectively solve our
  problems and meet our societys needs (24)
• Picard Change via
• Institutions
• Functions
• Techniques
• Implementation improved policy process
• Development and Human resource management
• Corruption

12
Johnson/ Picard/ Wallis/ Younger
Osborne Gaebler/ Barzelay NPM
Corruption
Administrative Reform
Development Managemet
Human Resource Management
Dreiser/ Riordon/ Heidenhimer
Jreisat/ Dunn
Berger/ Armstrong/ Baker/Picard
Policy Implementation
13
Administrative reform

• Reinventing government (Osborne Gaebler)
• Crisis of confidence in government (xxi)
• Decouple policy decisions (steering) from
  service delivery (rowing) (35)
• Governments that are centralized, hierarchal,
  strong on rules regulations no longer work are
  wasteful and ineffective (12)

14
Administrative reform

• Reinventing government (Osborne Gaebler)
• Comparison made to corporate sector that has made
  revolutionary changes decentralizing authority,
  flattening hierarchies, focusing on quality,
  getting close to their customers (13)
• Focus on results (14)
• Solution entrepreneurial government
• Competition, empowerment, outcomes, missions,
  customers, prevent problems, earning money,
  decentralization of authority, market over
  bureaucratic mechanisms, catalyzing all sectors
  (20-21)

15
Administrative reform

• Barzelays Breaking Through Bureaucracy
• Critique of bureaucratic paradigm focused on
  rules, centralization, economy, efficiency
• Improved service delivery key
• Separate service and control
• Changing the culture
• Entrepreneurial spirit (77)
• New public management
• Customers, service quality and efficiency (Hood
  1991 Pollitt 1990 Kickert 1997)
• Synthesis

16
Development and HRM

• Berger
• Studies of bureaucratic structure and behavior
  (373)
• Western concepts and findings revealing
  limitations for non-Western setting (373-5)
• The degree to which personal initiative is
  related to bureaucratic behavior (375)
• Three dimensions of bureaucratic behavior
  rationality and universalism, hierarchy, and
  discretion
• Exposure to Western influences, age, and place of
  higher education do not uniformly influence three
  components of bureaucratic behavior (381)
• Irreducible concepts of professionalism skill,
  self-protection, and service (382).
• Bureaucratic and professional predispositions may
  not be unitary tendencies (384)

17
Development and HRM

• Younger
• Colonial territories/ transition/ colonial public
  servants
• The evolution of the administrative services
  should be adjusted to suit the pace of political
  advance (2)
• Special list scheme intended to retain
  experienced staff
• Especially designed for Nigeria (7-10)
• Wallis
• The importance of human resource management
• The scope of human resource management
• Recruitment, training, planning, staff appraisal
  and MBO, morale and motivation, participation and
  communication

18
Development and HRM

• Johnson
• Discrepancy between the formal authority
  (constitutional) and the actual location of power
  (actual locus of sovereignty) in Japan
• Japans feudal past and the emergence of the
  developmental state during the Meiji era
• The evolution of a genuine Japanese institutional
  invention industrial policy of the developmental
  state
• E.g., creation of MITI (Ministry of International
  Trade and Industry) and the renewal of the
  development policy

19
Development and HRM

• Armstrong
• Ways in which modern administrative elites may
  relate to economic development
• Two salient counter-roles both the traditional
  particularistic elite role and the new
  entrepreneurial role (50)
• Recruitment and class role model tension between
  the aristocratic and the official roles (74)
• Baker
• Understanding the evolving roles of PA
• Interdependence as mutual vulnerability
• Alternatives facing American PA education

20
Development and HRM

• Picard
• Institution building during the transition period
  in South Africa (176)
• Bureaucratic dysfunction (176)
• Good human resource performance requires a
  combination of education, training, technical
  knowledge, networks and values (183)
• No shortcut to human resource development
• A lethal combination of patronage, corruption,
  and privileges, and gravy train
• Threat to the long-term institutional
  effectiveness of the South Africa (230)

21
Development and HRM

• Synthesis
• Development and institution-building
• HRM as development management skills
• Public policy implementation and administrative
  discretion
• Policy is a process as well as an authoritative
  one

22
Corruption

• Riordon
• Honest Graft and Dishonest Graft
• the example of the most thoroughly practical
  politician, Senator Plunkitt
• Dreiser
• Story of a wealthy banker (Cowperwood) engaged in
  various troublesome financial dealings
• Is in line to benefit from a city ordinance that
  would leave him directly profiting
• Take-away corruption can work in subtle,
  behind-the scenes ways brings theoretical
  concepts to life through literature

23
Corruption

• Spiro Agnew and Maryland Customs by Bruce L.
  Payne
• Focuses on character in understanding political
  corruption
• Character psychological and moral
  characteristics independence, greed, insecurity,
  confidence, virtue, aggressiveness, passivity,
  malice, untruthfulness (603)
• Many people in positions that enable them to
  profit at publics expense, but vast majority do
  not
• Concludes with standard corruption-fighting
  recommendations (transparency, civil service,
  etc.)
• Ultimately if we want to combat corruption we
  need to look at it through lenses of honesty and
  integrity, as well as vice
• Synthesis corruption as a way to improve policy
  implementation and administrative effectiveness
  for citizens

24
References

• Baker, Randall. 1994. Comparative public
  management putting U.S. public policy and
  implementation in context. Westport, Conn.
  Praeger.
• Barzelay, Michael. 1992. Breaking Through
  Bureaucracy. Berkeley University of California
  Press.
• Berger, Morroe. 1957. Bureaucracy East and West
  in Raphaeli, Nimrod, 1967. eds. Readings in
  Comparative Public Administration. Boston Allyn
  and Bacon.
• Dreiser, Theodore. 1969. Corruption in Green,
  Philip and Michael Walzer, eds. The Political
  Imagination in Literature. New York The Free
  Press.
• Heady, Ferrel. 2001. Public administration a
  comparative perspective. 6th ed. New York Marcel
  Dekker.

25
References

• Heidenheimer, Arnold, Michael Johnston and Victor
  T. LeVine, 1990. eds. Political Corruption A
  Handbook. New Brunswick, NJ. Transaction
  Publishers.
• Johnson, Chalmers. 1982. MITI and the Japanese
  Miracle. Stanford Stanford University Press.
• Jreisat, Jamil E. 2002. Comparative public
  administration and policy. Boulder, Colo. Oxford
  Westview.
• Osborne, David and Ted Gaebler. 1993. Reinventing
  Government. New York Plume.
• Peters B. Guy. 1989. The Politics of Bureaucracy.
  New York London.
• Picard, Louis A. 2005. The state of the state
  institutional transformation, capacity and
  political change in South Africa. Johannesburg
  Wits University Press.

26
References

• Riordon, William L. 1963. Plunkitt of Tammany
  Hall. New York E.P. Dutton.
• Younger, Kenneth, 1960. The Public Service I New
  States. London Oxford University Press.
• Wallis, Malcolm. 1989. Bureacracy Its Role in
  Third World Development. London Macmillan.