Human Resource Development vs' Development Management

1
Human Resource Development vs. Development
Management

• A Survey of Issues

2
The Chicken and Egg Question

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

3
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

4
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

5
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)

6
The Transformation

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

7
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

8
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

9
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

10
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

11
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

12
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

13
Human Resource Development

• Recruitment
• Discipline
• Motivation
• Education and Training

14
Recruitment Three Models

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

15
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

16
Representation

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

17
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

18
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

19
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?

20
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

21
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

22
The Transformation

• Motivation
• Theory x vs. Theory y

23
Motivation

• Theory X
• Basic Needs Money
• Time in Motion
• Frederick Taylor, Taylorism and Scientific
  Management

24
Motivation

• Theory Y
• Hawthorne Experiments- Chicago
• Need to feel Human and part of social system
• Consulting, Sensitivity Training, Suggestion
  Boxes

25
(Theory z)Maslovs 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

26
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

27
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

28
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

29
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

30
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

31
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)

32
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

33
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

34
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

35
Discussion

• What have you been reading lately?
• What should your colleagues be reading?

36
Discussion Next Week

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