Human Resource Development vs. Development Management

1
Human Resource Development vs. Development
Management

• A Survey of Issues

2
Mini DiscussionDevelopment, Social Beliefs
Civil Society

• Kushwant Singh, Last Train
• Norman Rush, Bruns
• The Nature of the Outsider
• Mahasweta Devi, Dhowli
• The Untouchables of the World
• Naipaul
• Believers, Unbelievers
• Secular vs. Religious Views of the World

3
Winner of the Day

• V.S. Naipaul
• Nobel Prize for Literature, 2001
• Discussion
• Naipauls view of civil society
• Compare with
• Graham Greene
• Samuel Huntington
• Susan George

4
The Chicken and Egg Question

• Human Resource Development versus Economic and
  Social Change
• Which comes first?

5
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

6
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

7
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)

8
The Transformation

• Management Systems Definitions and Types
• Routine administration
• Praetorian administration
• Scaffolding Administration
• Development mobilization
• Administration
• non-routine

9
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

10
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

11
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

12
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

13
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

14
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

15
Human Resource Development

• Recruitment
• Discipline
• Motivation
• Education and Training

16
PIA 2501

• TEN MINUTE BREAK

17
Recruitment Three Models

• Patronage and Political Appointments
• Education (merit) Recruitment
• By what standards?

18
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

19
Representation

• Representative Bureaucracy
• Affirmative Action
• Ethnic Arithmatic
• Africanization or Malaysianization

20
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

21
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

22
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?

23
Discussion Next Week

• Civil Service Training in Eritrea- Picard
• Each group will prepare a five minute critique