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By W. McCourt

This booklet explores the methods governments deal with public staff in constructing nations, and the way this in flip affects at the luck of nationwide improvement and governance options. It offers seven in-depth case experiences from constructing nations 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

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Even the framework of laws in place at the time of our study conferred excessive powers on the President, and there were few procedural checks on how he exercised them. The centralization of power in the President’s office was replicated one level down in the centralization of power in the Civil Service Commission and Civil Service Department, which meant that line ministries had little discretion to make staffing decisions, despite the fact that in most cases the central agencies’ decisions represented the rubber-stamping of a decision that a line ministry had already made.

Certainly the familiar tools of voluntary and compulsory redundancies figured among them. But other options have included the elimination of ‘ghost workers’, a colourful phrase which refers to the practice, widespread in subSaharan Africa in the early 1990s (Nunberg, 1994), of interpolating fictitious names into a payroll so that wages can be diverted fraudulently. 2 Dealing with the impact of reform on its victims was not an integral part of the blueprint, although the Bank has become more sensitive recently, particularly in relation to women retrenchees (Rama, 2002; World Bank, 2004b).

The civil servants’ union was not recognized in Uganda at the start of reform. In Sri Lanka the management side did not consult unions: ‘Government believes we are hostile to reform,’ said one union official, ‘But we support reform. ’ Downsizing is a staff management issue. HRM expertise is relevant, but is generally thin on the ground in developing countries (Taylor, 1992). Only in South Africa was there evidence of an ability to take a strategic HRM view of overall staffing issues (Ncholo, 1997).

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