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)Maslov’s 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