By W. McCourt
This publication explores the methods governments deal with public staff in constructing international locations, and the way this in flip affects at the luck of nationwide improvement and governance options. It provides seven in-depth case reports from constructing international locations in Africa and Asia and proposes methods ahead for Human source administration in constructing international locations.
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Additional resources for The Human Factor in Governance: Managing Public Employees in Africa and Asia
As a US general manager said, ‘Costs exist for a reason. 27). xiii) argues similarly that the size of the public workforce is the result of past programme commitments perpetuated in the present. The inference is that in order to control stafﬁng numbers it is necessary to understand the policymaking process, since that is the root of stafﬁng size. e. g. Slatter, 1984). Arogyaswamy et al. (1995) have presented a two-stage model of corporate recovery, where emergency actions to cut costs lead on to strategic planning for the future, generating stakeholder support and strategic development of the organization’s staff (see also Pandit, 1996).
As in some previous chapters, HR is found to be unstrategic, highly centralized and lacking sophistication in the practice of key HR activities. However, it is suggested that the failure of previous reform efforts is rooted in the patronage system that Introduction: The Human Factor in Governance 23 has been a major political driving force for almost 50 years. The latest reform, which concentrated on institutional design via a constitutional amendment at the expense of putting professional HR considerations on one side, made sense as an attempt to tackle patronage head-on.
Chapter 6 Swaziland: Political Commitment Attributing both the stagnation of HRM and then its revival following the 2000 election in Mauritius to ‘political will’ begged the question of what that cloudy concept might consist of. This is the focus of our study of Swaziland, a country with a history of unsuccessful attempts at reform which stretch back almost to its independence in 1968. Political commitment has ﬁgured as a principal reason for the failure not only of staff management reforms, but also of development programmes in general.