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Abstract
Public personnel in any country are mostly talked and major issue in the
government service. They play an important role in the service. They canmake serious impact on nation. Both it can be positive and negative. Their
efectiveness and eciency is based on the system o country’s recruitment,
selection, training and promotion. these procedures are transparent and
not biased then there is possibility to get high !uality personnel. "nd in this
study like to #nd out the overall system o procedure o personnel
management in the public sector in Bangladesh, their problem and also
present some recommendation that ho$ to get rid o these problem.
Introduction
“Management framework does not need to be exaggerated in
the face of the changing role of public administration in recent
decades due to external and internal pressures that have
forced governments worldwide to redene the role of the state
and recalibrate public administration capacities”
%&euleers, '(()
Bangladesh is a developing country. *ur civil service has inherited rom
British civil service. "ter )( years o independence our civil service is stillnot moderni+ed. Though there are lots o problems in public personnel
management o Bangladesh because o internal and eternal pressure, it’s
changing slo$ly. -eorm and reconstruction initiative are taken in a regular
basis. o$ personnel management o Bangladesh civil service is lot more
/eible and public oriented.
But in contrast $ith developed countries our civil service ar behind rom
epected eciency and efectiveness because $e still have a huge problems
and obstacle in our public personnel management.
Development of Public Personnel Management inBangladesh
Pubic Personnel Management
t is commonly ackno$ledged that human resources management is the
primary resources in any organi+ation. n service organi+ation in particular,
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the availability o abundant #nances, physical resources, and inrastructure,
e!uipment, machinery, buildings, technology and inormation resources is o
no conse!uences $ithout a $ell trained, ecient $orkorce to provide the
relevant service to clients.
!uddlestone describes 0public personnel administration as that sub#eld o public administration $hich is sometimes more descriptively kno$n as
human resource management1. 2e states that it is the job o the personnel
administration to ensure that the public institution has most competent
people $orking or it, this involved not only recruiting and selecting the best
employees ac!uire the skills kno$ledge and competence to perorm their
task efectively. The term 0Public Personnel 3anagement1 is consists o the
three integrated elements.
1. Public4 This reers to the locus o the sub discipline, that is the terrain
on domain in $hich it is practiced, namely public sector generally5 including commerciali+ed public corporations, statutory bodies and
local authorities6 and the public service in particular 5 consisting o the
central state departments and provincial administration6.
2. Personnel 4 this denotes the human resources 7 labor, $orkers,
personnel, etc% $ho are employed in public sector and $ho are
involved in the provision o public services to society.
8. Management: This reers to those practices, activities and process
related to the marshalling o human resources o public organi+ation in
order to contribute efectively and eciently to the optimalachievement o predetermined organi+ational goals.
9o $e can say that public organi+ations should have sucient personnel,
$ith the right skills and epertise in the right places, to carry out the ecient
and efective delivery o public goods and services to all segments o society.
:or this reason, the efective management o public personnel is
undamental to the achievement o successul governance and service
delivery.
Development of PPM in Bangladesh
Public personnel management is the administration o the pubic personnel,
an etra ordinary interest is taken by the general public in ho$ the
government employees are hired, used, disciplined and re$arded. n
particular, the general public is concerned to see that public personnel
management should conormed to a system in $hich all citi+ens have an
e!ual opportunity to enter the public service and to receive advancement in
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the service in accordance $ith proven merit in the discharge o ocial
duties.
The British system
The main eature o the British system is that it has over the years evolvedneither as a centrali+ed civil service management giving rise nor to a single
organ but t$o institutions. The civil service department 5;9
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the top. ;ivil servants, especially the elite ones, $ere specially recruited and
indoctrinated or holding both policy making and policy implementing
positions at the 9ecretariat and at the #eld level. These ocers had more
scope o promotion than others.
The government o Bangladesh has a t$o%tier administrative system. Theupper tier is the central secretariat at the national level consisting o the
ministries and divisions to provide policies and to perorm clearinghouse
unctions. The other tier consists o line’ departments@directorates attached
to the ministries and divisions that are mainly responsible or general
administration, service delivery to citi+ens and implementation o various
government development programs at the sub%national level. 5"hmed, '(('4
8'C6.
"t present, the Bangladesh civil service has more than one million civil
servants in 38 ministries, 11 divisions, 25 departments and 1!3 statutorybodies 5"
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department $hile on the other cases it is headed by an ocial enjoying the
pay grade and bene#ts o a deputy secretary, joint secretary or an additional
secretary 5"hmed, '(('4 8'G6. There are our classes in Bangladesh civil
service. ;lass and part o class ocers are treated as 0ga+ette1 ocers=
the rest are considered as 0non%ga+ette1 ocers 5"hmed, '(('4 88)6. The
number o ;lass ? ocers is about )(,(((. * them C(J are recruited into
'G cadres= the rest do not belong to a particular cadre but $ork in unctional
areas. -ecruitment is conducted by the Public 9ervice ;ommission 5P9;6 as
per re!uirement conveyed by the 3inistry o Astablishment, $hich is
responsible or the personnel policy $ithin the civil service and human
resources unction, particularly in the administrative cadre 5
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Public 9ervice commission 5BP9;6 conducts eamination to identiy the
deserve candidates based on the demands o 3*P". Then selected
candidates gather in the induction K orientation program to learn
through the process o $orking in diferent position on the job.
• Placement3inistry o Public "dministration is the agency that responsible or
placement o B;9 5administration6 cadres. *ther ocers are
administrated according to their respective career placement planning
by the respective cadre controlling ministries.
&raining % Development
Basically there are t$o types o training arrangements in the civil
service o Bangladesh4 nternal K Aternal.
nternal training can be categori+ed into ) groups%
i. "oundation Training: t is a long%term training course or ne$ly
recruited civil servants. This training is organi+ed by BP"T;.
ii. #n the $ob% &e'artmental Training: 2ere the ocers learn
eclusively job related techni!ues $ithin the organi+ation.
iii. Mid (e)el Training: BP"T; organi+e advanced courses on
administration and development as the mid level training or the
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+om'ensations and .nducements:
;ompensation is a generic term, including various sorts o re$ards
given employees. The most obvious component is pay4 it may be
$ages and salaries= it may be insurance, pension and medical bene#ts=
it may be time of or vacations and other indirect re$ards. The present
pay structure in Bangladesh the compensation package or B;9 ocers
is minimum )?((T& to maimum )((((T&.
/etirement , Termination:
"ccording to the constitutional Provision the government servant $ill
serve the republic until he@she reaches the age at DC. Movernment can
send anybody on retirement ater ul#llment o 'D years o !ualiying
service even though the employee has not reached DD. 9imilarly employee
can go on a voluntary retirement ater 'D years o !ualiying service.
"areer Planning in Bangladesh "ivil #ervice
;areer planning is an important issue o Bangladesh ;ivil 9ervice. t is a
continuous process that involved managers, human staf, eternal parties
and individual themselves. ;areer planning is closely related to training and
development policy and its management. t is also related to the ";- in
$hich the overall perormance rating is provided in respect o a civil service.
t can be eplained by integrated legacy relating to the civil service and the
structures and unctions are based on a division into generalists and
specialists. The recommendations made by various committees@commissionsto design a career path allo$ing opportunities or both generalists and
specialists to enter into policy planning and management.
$ecommendations of "areer Planning b( )#$" *+,-
*n ?D 3arch ?GC', a our member "dministrative and 9ervice -eorgani+ation
;ommittee 5"9-;6 $as appointed. The chairman o the committee $as vice
chancellor o the Nniversity o
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appropriate number o pay levels matching diferent levels o skill and
responsibility premised in job analysis.
). To inculcate proessionalism in the public service. The division o all
posts $ithin into t$o broad categories to be designated as :unctional
Posts and "rea Mroup Posts.
• "unctional Posts: :unctional posts are those or $hich a pre%
entry technical and vocational education is re!uired. t also
includes those $ho ac!uire the necessary vocational and
technical !uali#cations ater joining the service.
• Area 0rou' Posts: "rea Mroup Posts are those $hich lie outside
the :unctional Mroup. These posts do not re!uire any single
unctional !uali#cations. These posts are urther demarcated into
a number o "rea Mroups’ or administrative convenience,
training and development acilities. The speci#c areas include4
•
o Economic Administration: 3onetary, #scal, commercial,
price, income and investment policies, economic planning
and project evaluation, oreign aid, oreign echange, etc.
o Financial Administration: Budgeting, ependiture control,
etc.
o Industrial Administration: ndustrial planning and
development, investment promotion, small and cottage
industrial development, industrial technology etc.
o Commercial administration: nternal eternal trade andrelated matters.
o Social Administration: -ural and urban development,
cooperatives, community development, health and amily
planning, labour relations, inormation and public
relations, social $elare, etc.
o Education Administration: Aducation Policies and
administration, manpo$er planning and administration,
etc.
o Personnel Administration: 3anagement analysis involving
$ork study, grading and evaluation o posts, organi+ation
and methods, selection techni!ues, training and career
management, staf supervision and control, motivation,
moral and staf $elare, etc.
o General administration: 3aintenance o public order, land
revenue and land management administration, internal
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security and intelligence, deense administration, relie
and rehabilitation, distribution o ood and essential
commodities and residuary eecutive unctions.
D. ;reation o a personnel division attached to the *ce o the Prime
3inister stafed by proessionally competent persons to undertake a
variety o responsibilities in the area o stang, job analysis and
evaluation, training and career planning.
O. Astablishing a Personnel cell in each ministry and department.
C. Promotions to higher positions are given on the basis o merit as
demonstrated in appropriate eaminations and recommendations o
relevant departmental promotion committees.
H. " civil servant is allo$ed to remain in a given job or at least T$o years.
G. The most important element in the career management concept
developed by "9-; is its emphasis on the linked eperience o a civil
servant’s career. The element o linked eperience demands thatmobility o a civil servant as the policy management level should be
limited to allied areas or subjects rather than subjects $hich have no
linkage.
?(. t recommends that bet$een C th and ?(th years o service
personnel should be posted in the districts or a period o one year.
??. "t appropriate higher levels, it may be advantageous to post
senior area group administrators in senior diplomatic posts abroad.
The "9-; submitted its recommendations to the government in t$o
phases. But there $as no ocial response to the committee’s $ork till the
end o the 3ujib government.
$ecommendations of Public )dministration #ector #tud( .P)##/0
*++1
arious development partners assistance to prepare reorm policies o
public administration in Bangladesh. Public "dministration 9ector 9tudy
$as conducted by N
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that they $ere satis#ed $ith the career plans developed or them. Then
P"99 $as given some recommendations about career planning o
Bangladesh ;ivil 9ervants. 9ome o them are as ollo$ing4
?. The career plans eist or only a minority o staf and re!uently
dra$n up $ithout consulting them. "mong senior civil servants,career plans are generally non%eistent and unsatisactory $here
they do eist.
'. Provide proessional development opportunities or individual
ocers. This has to be determined in the contet o the ";- and
career development needs.
8. "ttention should be given on 0science o management1 and
developed 0scienti#c principles o management1 including
0scienti#c classi#cation o organi+ations1, it may be useul to
categories ministers@ divisions into unctional cluster. The
recommended clustering is based on broad unctions. These are
enumerated belo$4
• ecuti)e: These organi+ations are entrusted $ith the
responsibility o directing, controlling and monitoring $hole or
parts o the governmental machinery.
• /egulatory: They are empo$ered to make rules and
regulations and oversee their enorcement.
Ser)iceoriented%4el-are: They ofer direct services o
various kinds o either the general population or special target
groups.
&e)elo'ment: They are involved in nation building tasks,
social and economic uplit and inrastructure development.
Promotional: They serve to promote a particular #eld o
activity in $hich the country made little progress in the past
or $hich needs urther governmental entrepreneurships.
Sta*%ad)isory: They are involved in activities, $hich are
auiliary to the main purposes o advising the government on
the implications o policy making.
/esearch: They undertake detailed studies and eaminations
to provide input into the policy making process and
governance
.nternational: These organi+ations liaise and maintain
contacts $ith oreign countries and international organi+ations
or various aspects o social, political and economic afairs.
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$ecommendations of Public )dministration $eform .P)$"/0
-222
P"-; $as established in
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limited in that it envisages only D( percent o the posts o
"mbassadors to be #lled up by the personnel o B;9 5oreign
"fairs6. * the remaining D( percent, 8( percent $ill be open
to member o other proessionals including armed orces and
remaining '( percent $ill be open to members o the 9enior
9ervice Pool 599P6.
). Perormance monitoring and result oriented perormance.
o implementation report till the end o the then government. The
government has paid attention to career planning in 9eptember '((8= a
career planning and training $ing has been established in ministry o public
administration. The plan is to ocus on career%based deployment rom the
level o
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Placement in the training institutes is a stigma in the civil service today.
There are innumerable instance that illustrates the act that $hen there is
no other place or person to #t in $ith, he is de#nitely destined to go
dumped in a training institute. But in a reality dynamic civil service
system this should have been the opposite.
6 /am'ant corru'tion , decreasing credibility:
arious reports including papers prepared by the Iorld Bank, N
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$ecruitment and selection in B"# on the basis of last three
(ears data
The #rst logical element o career service system is recruitment. -ecruitment
is the process o searching or prospective employees and stimulating them
to apply or jobs in the organi+ation 5:lippo and Ad$in ?GH)4 ?)?6. t is the
process o searching manpo$er in sucient number rom $hich to select
capable and competent candidates or job vacancy. *n the other hand,
selection is a process o hiking individuals $ho have necessary and relevant
!uali#cations to #ll job in an organi+ation.
The primary issues in the recruitment process are
•
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independent in ?GC?, the members o the civil service $ho joined the ne$
nation brought $ith them the heritage o the colonial system. This heritage
included administrative competence, $hich proved invaluable in running a
young Bangladesh and an epectation by the elite o bene#ts and po$er.
n mid%?GHH the civil service $as composed o t$enty%eight separate
services. There $ere t$enty grades, $ith promotion to higher grades based
on merit and seniority, dependent on annual con#dential reports #led by the
individuals supervisors. -ecruitment to the civil service occurred through
open competition $ithin a !uota system.
3egal 4ramework for $ecruitment to B"#
The ;onstitution o the People’s -epublic o Bangladesh has granted the
e!ual employment opportunities or the public at all level. The constitutionalprovisions relating to the -ecruitment are
)rticle -+.*/4 There shall be e!uality o opportunity or all citi+ens in
respect o employment or oce in the service o the
-epublic.
$egulator( )uthorit( for $ecruitment
n Bangladesh, there are t$o bodies $ho are directing over all recruitment
and selection process in B;9. The major t$o regulatory bodies or
recruitment are%
• 3inistry o Public "dministration53oP"6
• Public 9ervice ;ommission5P9;6
Methods of $ecruitment
The B;9 is a broad based service $ith all its member cadres as class
Ma+etted ocers. The P9; along $ith diferent ministries are liable to recruit
personnel in the B;9 cadres. Basically, there are three types o recruitmentprocedures to the diferent cadres o the B;9.
•
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$ecruitment on the basis of "ompetitive 'xamination
-ecruitment at the entry level is mainly done through direct recruitment. The
largest number o ocial are recruited by means o this procedure. The
procedure actually concerned $ith ollo$ing stages
• eed "ssessment
• Budget allocation or recruitment
• "dvertisement
• 9creening the application orm
• Preliminary Test
• Iritten Test
• iva oce
• 3edical Test
5eed )ssessment and Budget )llocation
The most important aspect o recruitment to B;9 is the ade!uate
assessment o manpo$er allocation o unction under the -ule ?' o the
-ules o Business, ?GGO.
The three basic unctions relating to need assessment allotted to 3*P" are%
• -evie$ and revision o organ gram and e!uipment o the public oces
• Periodical inception and revie$ o staf position in ministries, divisions,
departments, attached and subordinate oces or optimum utili+ation
o manpo$er.• ;ompilation o data or statistics relating to civil employees or use by
the government or manpo$er planning.
The 3*: is responsible or making necessary budget allotment or ne$ posts
created. n B;9, the need actually assessed on the basis o t$o kinds o
posts% posts under Revenue Budget , standard set up o particular post or
position such as secretary, "dditional secretary or Loint secretary and Postsunder evelopment Budget , manpo$er that are re!uired to complete the
development projects.
)dvertisement
"ter allocation o budget, the 3*P" asks Public 9ervice ;ommission 5P9;6 to
circulate through the ne$spaper. Then P9; gives advertisement through
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ne$spaper and distributes orms through the 9onali Bank. The
advertisement thus made provides the ollo$ing re!uirements4
• ame o the post
• umber o vacancies
• "ge limit
• Mrade o pay
• 3ethod o recruitment
• -e!uirement o educational !uali#cation
The advertisement notice or recruitment also lays do$n the terms and
conditions or the candidates. These relate to submission o nationality
certi#cate, documents o educational !uali#cations etc.
The advertisement also provides some other 9alient eatures o the
recruitment rules $hich includes the ollo$ings%
• "ppointment has to be made upon the recommendations o the P9;
• *nly the citi+ens o Bangladesh are eligible
• "ge limits rom '? to 8( years, but it is relaed or health cadres,
reedom #ghters and tribal. :or them the limit is rom '? to 8'.• The applicant must hold a second class bachelor degree and second
division in 99; and 29;.
"ter the collection o application orm rom the candidates, the inormation
and documents provided are checked and cross checked and the applications
are rejected that are incomplete and that have error.
Preliminar( &est
The open competition or B;9 eamination or class ? ocer is based on the
ollo$ing tests.
• Preliminary Test
• Iritten Test
• iva oce• 3edical Test
"mong them the preliminary test is the #rst step to$ards the open
competition. 2ere, BP9; is responsible to conduct the preliminary test or the
selection o suitable person or the $ritten test o class ? ocers $ith other
services eamination.
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3ast three Preliminar( &ests taken b( P#"
Preliminary Test i)a
along =ith Mark
&he recruitment process of Bangladesh "ivil #ervice an overview
9ubjects or general
cadres
3ark
s
9ubjects or
proessional@technic
al cadres
3ark
s
Meneral Bangla '(( Meneral Bangla '((
Meneral Anglish '(( Meneral Anglish '((
Bangladesh "fairs '(( Bangladesh "fairs '((
nternational "fairs ?(( nternational "fairs ?((3athematical
-easoning and
3ental "bility
?(( 3athematical
-easoning and
3ental "bility
?((
Meneral 9cience K
Technology
?(( T$o Papers or post
-elated subject
'((
iva '(( iva '((
Total ??(( Total ?'((
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The #rst recruitment policy $as announced in 9eptember ?GC'. t introduced
!uota system and accordingly, '( per cent posts $ere to be #lled by the
merit, ?( per cent by the $omen, 8( per cent reedom #ghters, ?( per cent
by the afected $omen and ?( per cent by the
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eri
o.
ame o
Aaminati
on
o. o acancies Preliminary Test Iritten Test iva
oce
-ecommenda
tion o
;ommission
o. o
-ecruitme
nt
attende
d
passe
d
attend
ed
pass
ed
'Hth
B;9
?C'( ?'(G)
O
??CH
D
?()H
8
DHH
?
DCH
8
'?G( '(H'
'Gth
B;9
?DH? ?'8G)
G
?8D8
O
??8C
(
C'?
C
OD'
8
)(O' ?)H(
8(th
B;9
'8OC ?)C8G
D
G(DG HO)
(DH?(
'8OC
Table: Sho=ing the recruitment by 'reliminary test and 4ritten
amination data o- last three years
$ecruitment on Merit and recruitment b( 7uota
"ter independence, the Movernment o Bangladesh had ound that not only
$omen but ethnics, religious groups and some o the regions $ere underrepresented in Bangladesh civil service. That’s $hy government initiated
!uota system $ith the recruitment on merit. since ater independence o
Bangladesh in ?GC? till to date recruitment policy to civil service including
B;9 has been dominating by diferent types o !uota. 2o$ever !uota is
distributed among the candidates on the basis o merit in their respective
groups. "ter independence o Bangladesh till ?GCO only '( percent o civil
ocers $ere recruited on merit. n ?GCO recruitment on merit increased rom
'( to )( percent and in ?GHD merit became )D percent $hich is still going
on. n other $ords, rom ?GHD till to date or ') years there has been no
change in merit policy or civil service recruitment. t may be mentioned that
in the case o ;lass ??? and ? employees, there is no national merit policy
and they are recruited district%$ise. * the employees 8( percent are
reserved or reedom #ghters@their $ards, ?D percent or $omen, ?( percent
or orphan and disabled, ?( percent or "nsars and
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employees is that their jobs are unskilled and it is very dicult to measure
the merits o candidates or such jobs.
Type o Suota ;lass K Posts ;lass K Post3erit 5outside
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• The !uota or the $ards o reedom #ghters through sacri#ced by a
$ave o sympathy and gratitude has not a legal leg to stand on unless
the bene#ciaries are proved to be disadvantaged. :urthermore,
earmarking 8(J posts or this category that constitutes less than one
percent o population is inconsistent $ith the constitutional principle o
ade!uate representation as the justi#cation o reservation or preerred
groups.• There is no time limit or any o the !uotas. The high court division o
Bangladesh 9upreme ;ourt in $rit petition 88() o '((8 maintained
that no !uota system should be a de#nite time limit or each !uota.
The eisting DDJ o non%merit !uota system in B;9 violates the "rticle 'G o
our constitution $hich speaks only about under privileged group. But 8(J
!uota or reedom #ghters or their ofspring, ?(J or district and ?(J or
$omen are not included in under privileged group. The number o $omen inB;9 on merit basis is increasing rapidly. They are perorming so $ell in the
competitive eaminations. "s a result, such kind o reservation is likely to be
an obstacle rather than a special acility or them. The ?(J district !uota has
been set considering the population volume o the districts. ;andidates o
overcro$ded districts get the privilege o the districts !uota, $hile those o
less populated districts are deprived. The !uota or reedom #ghters is
disproportionately larger than their share in population, and this is $hy,
ade!uate candidates rom this category are not available. "s a result,
candidates $hose perormance is poorest in comparison $ith other !uota
categories #ll up the posts in the category o reedom #ghters. The present
!uota or tribal candidates are not ade!uate and these !uota hindrances
their participation in B;9. "s a result, they $ould not get jobs even their
perormance is better than other !uota candidates rom the district.
$ecruitment b( ;ender
2ere $e have the opportunity to look at the data on the $omen participation
in B;9 through the mirror o B;9 recruitment and posting o various cadres.
'Hth B;9
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male emal
e
male emal
e
male emal
e
male :ema
le
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$omen’s representation is not satisactory enough to ensure the $omen’s
empo$erment.
&ransfer in B"#
n B;9, much attention has been devoted to recruitment and selection that
takes a long time to round o the processing cycle, less attention is put on
transer to various position o the government. There should be some system
or transerring the government ocials to any particular position. There is a
provision o the government ocials to transer rom one $orking place to
another ater completion o three years o services. But unortunately, the
policies regarding transer are not $orked in practice. 3ost o the transer o
the B;9 ocials took part on an ad hoc basis. "nd there is no routine data
ound rom the authori+ed body o transer%the 9enior "ppointment and
Transer%? o the 3*P".
Problems
There is no up to date recruitment policy ollo$ed by the government. The
recruitment policy o ?GH' is still ollo$ed by the government $ith some
modi#cations only.
The long time taken to recruit is another dimension o recruitment problem.
:urthermore, a large number o applicants appear at the eamination that
makes it dicult to conduct the eamination more efectively. Though all the
cadres are recruited at the same level, they do not have the same chances
or career mobility and job enrichment. Avery government have the tendency
to make the B;9 in avor o them $hich is seen through the corruption in
recruitment, selection and transer process. The major problem regarding
recruitment is the problem o !uota system. There is lack o transparency
and accountability in terms o the utili+ation o the !uotas in diferent posts.
The !uota system create the chance to corrupt in the recruitment system as
a result, the real suppressed groups are deprived rom getting any type o
acilities. "t present, there are no more reedom #ghters o eligible age, ater
)( years o independence. o$ a days, the 8(J !uota has been allocated totheir children. This is only a Pandora bo and makes things etremely dicult
or employees to administer. 3oreover, such provision o !uotas discourages
many brilliant candidates to join in the civil service as there is no more pride
to enter on merit. That increase ineciency in the service delivery o the civil
services.
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$ecommendations
P9; is the concerned authority at entry level recruitment in B;9. 9o a
transparent and ecient P9; is important to make the recruitment system
more efective. BP9; should be un!uestionably ree rom political in/uence,
$orks closely, openly and cooperatively $ith other stakeholders, at both
operational and strategic levels to maimi+e the human resource
development and management potential $ithin civil service. Acessive
domination over P9; rom 3*P" makes it dicult to conduct the recruitment
system accurately. 9o the control o 3*P" should be restricted. The
recruitment should be based on merit rather than !uotas. The !uota system
should be revised and a more practical percentage o !uotas should be #ed
up.
/e-erences
"nnual -eports o BP9;
"33 9$akat ali
Promotion in B"# on the basis of last three (ears data
Promotion program is one o! t"e most important aspects o! personnel
management to #eep t"e emplo$ees disciplined% e&cient in service.
Promotion is a re'ard to an emplo$ee '"ic" includes c"ange and
development in "is position% salar$ and status.
Promotion b( merit and seniorit( in Bangladesh in "ivil #ervice
n the civil service system, three elements are given consideration or
promotion to higher positions. These three elements are4
V9eniorityV3erit= and
V"dherence to rules o conduct or good conduct.
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The reliance on the above elements has its ups and do$ns. t is necessary to
trace the origins o such elements and the etent to $hich these changed
over time or have not changed at all.
The historical antecedents o evaluating perormance o civil servants as a
means to determine their suitability or promotion dates back to the colonialdays .nitially, the principle ollo$ed $as seniority. n ?H88, the ;harter "ct
relating to the administration o ndia introduced some ne$ principles, $hich
gave more $eight to competence and perormance than to merit 53isra,
?GC(6. Nnder this act, the A;’s civil service came under much stricter
disciplinary control o the Movernment o ndia.
*n Lanuary 'H, ?H8), the Movernor%Meneral in ;ouncil passed an order that
laid do$n principles o promotion. This order tended to discard the age%old
principle o seniority being the only basis o promotion. The order
emphasi+ed merit and made room or juniors to supersede the seniors. Thisprinciple, per se , is supportive o meritocracy but must al$ays be
transparently administered. the evaluation o merit is not based on
objectivity and dispassion, any departure rom the seniority principle can
result in great deal o mischie.
To operationali+e the principle o determining merit or competence, it $as
necessary to gather inormation on the competence, character and
!uali#cations o civil servants. The decision $as, thereore, taken that every
controlling ocer should publicly report on hal yearly basis upon the
conduct, character and !uali#cations o their subordinates. The superior
ocers $ould revie$ the reports and submit the same to the government
$ith their opinion.
n case o ailure to report on any misconduct, the superior ocer $as held
responsible or any efect o such misconduct. nitially, the report used to be
called character roll and it $as not either con#dential or secret. 2o$ever, it
became 09ecret1 ollo$ing a decision by the Movernor%Meneral in ;ouncil in
?H8D 53isra, ?GC(6. >ater, it $as classi#ed s con#dential and the reports
came to be kno$n as ";-.
The method thus introduced became #rmly embedded in the system o civil
service, management $ith some modi#cations rom time to time. n course
o time, seniority and merit combined the t$o principles or promotion
prospects, although the ;ourt o
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ord "uckland, the system o reporting on
individual civil servants $as replaced by annual returns based on the volume
business perormed severally by each o the subordinate and superior
ocers. >ater, in ovember ?H8O, every controlling ocer, beore leaving his
place o duty on transer, $as re!uired to record a memorandum containing
his assessment o the ocial character o his subordinates. The intention
$as to enable his successor to indicate his o$n assessment at the time o
preparing annual reports@returns.
The memorandum or the successor came to be kno$n as the 0ote to
9uccessor1. This system continued up to the end o Pakistan era i.e. ?GC?.
2o$ever, this $as no substitute or the con#dential report on the
assessment o the perormance o individual ocer.
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5b6 9eniority inter se o the members o a service, $hich $as earlier
organi+ed on junior and senior scale arrangements and under $hich
promotes $ere directly promoted to the senior scale, shall be counted rom
the date o continuous ociating in the senior scale.
5c6 9eniority inter se o the members o a service, $hich $as earlier
organi+ed on junior and senior scale arrangements and under $hich the
promotes $ere promoted to the junior scale, shall be counted rom the date
o continuous ociating in the junior scale.
5d6 9eniority inter se o lateral entrants to a service ;adre shall be counted
rom the date o their appointment to the scale o pay they $ere dra$ing at
the time o their appointment to such service ;adre.
5e6 9eniority inter se o the uture appointees to a service ;adre, $here there
is no provision or lateral entry at higher levels, shall be counted rom the
date o their appointment to the lo$est speci#ed post in the service ;adre.
56 9eniority inter se o the uture appointees to a service ;adre, $here there
is provision or lateral entry at higher levels, shall be counted rom the date
o appointment on regular basis to the relevant speci#ed post.
Merit
3erit is determined on the basis o the ";-. ";- provides the overall
assessment o a civil servant. t gives speci#c opinion on the suitability or
other$ise o a civil servant or promotion to higher positions. ";- urther
provides assessment $ith regard to a civil servant’s moral and intellectual
integrity. the assessment is adverse, possibilities or promotion are badly
afected.
&est >'xamination through BP#" .)ssistant #ecretar( to #enior
)ssistant #ecretar(/
-esponsible body4 Public 9ervice ;ommission
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0Bangladesh ;ivil 9ervice ;adre *cer’s 9enior 9cale Promotion
Aamination1
"onduct of examination
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5)6 "n ocer ailing to pass in all the three subjects
$ithin the period o ninth year o his service in
accordance $ith the provisions o the preceding sub%
rules may appear in three more eaminations in
successive three years ater a gap o t$o years rom
the date commencing ater his ninth year o service
and, in case o his ailure in these eaminations, he
shall not be allo$ed any urther chance to appear in
any eamination.
?< #ubmission of application= 5?6 " candidate shall submit his application
or an eamination to the 3inistry or
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586 Aach paper shall be o one hundred marks to be
ans$ered $ithin three hours duration.
5)6 The minimum pass marks shall be #ty per cent in
each paper.
#enior #cale Promotion 'xamination 4ebruar(-22A
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"ppeared in 8rd paper )G(
Promoted in ?st paper 88C
Promoted in 'nd paper 8H)
Promoted in 8rd paper )(8
#enior #cale Promotion 'xamination )ugust -22+
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Aligible in 8rd paper 'H(C
"ppeared in ?st paper HO(
"ppeared in 'nd paper ?8(O
"ppeared in 8rd paper ?((?
Promoted in ?st paper CO?
Promoted in 'nd paper H(G
Promoted in 8rd paper H8'
$ole of Departmental Promotion "ommittee0 #uperior #election
Board .##B/ % "ouncil "ommittee
Departmental Promotion "ommittee
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• >a$ 9ecretary
• 2ome 9ecretary and
• Public "dministration 9ecretary $ho is also the 9ecretary to the
committee The 9ecretary o a 3inistry has to propose promotions to eligible
ocers in a prescribed orm. 2e has to attend the meeting o the
Board in person to ans$er any !uestions raised by the members o the
Board.n considering cases o promotion, 99B ollo$s more or less the same
procedures as
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minimum 8
years as Loint
secretary9ecretary '' years
service in the
cadre $ith D
years in
9ecretariat
post and '
years as
"dditional
9ecretary
XXXXX
XXXXX XXXXX
9ource4 Public "dministration 3inistry oti#cation o A3@9"%)@'%
?@G)5Part'6@'G, :ebruary ?(, ?GGH
$ecommendations
• ntroduction o the efective civil service act $ithout any delay.
• Suota reservation in promotion system should be abolished.
• Politici+ation in promotion should be stopped or introduction o
spoil system• Promotion eamination up to
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"li." 3 3 9ha$kat 5?GG86 "spects o Public
"dministration, ikhil Prokashoni "li." 3 3 9ha$kat 5'(('6 The >ore o the 3andarins
To$ards a on Partisan Public The 3inistry o Public administration 5?GGD6 The
Astablishment 3anual 3isra.B.B 5?GC(6 The "dministrative 2istory o ndia
?G8)%?G)C.*[:*-< Nniversity Press >ast three years "nnual report o Public service
commission
&able Promotion In Deput( #ecretar( and above from
5ovember0 -22+ to 5ovember0 -2**
Qear 9ecretary "dditional
9ecretary
Loint
9ecretary
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Menerally training is de#ned as an action process by $hich the
capabilities o personnel can be improved to meet the organi+ational needs
in terms o their kno$ledge, skills and attitudes re!uired in perorming
organi+ational tasks and unctions $ithin relatively short period o time.
Iith particular reerence to public service, Training is a reciprocal process o teaching and learning a body o kno$ledge and other related methods o
$ork 5N?GOO6
&(pes of &raining
Nsually training is divided into three broad categories4
*ord Iellesley established the college $ith a vie$
to impart training to the ocials o Aast ndia ;ompany. .? the scheme $as
short lived.
'. !aile(bur( "ollege4 n this college diferent training schemes $ere
serious consideration o training public servants came only ater "ugust
?G)C.
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8. "ivil #ervice )cadem(0 ;C&)0 5P< administrative #ta: "ollege To
train up the young recruits o deterrent services the civil service academy
$as established at >ahore :or training o the province civil servants *cers
Training "cademy 5M*T"6 $as set up in P"T; alert renamed as Bangladesh Public "dministration \lauui?
;enter. 5BP"T;6 is entrusted $ith the responsibility o imparting training toocers o’ all categories.
n ?GH? M*B constituted a broad based national body kno$n as ational
Training’ ;ouncil. the il’s is primarily responsible or ormulating
comprehensive training policies and coordinating training n order to
synchroni+e the eforts o di Brent training institutions and to make train4
cravenly to the process o national development, a ational Training Policy
$as ormulated in ?GHO Pt is a comprehensive document $hich outlines the
objectives and Priorities o public service training and provides guidelines or
the preparation o training plans.5M*B GHO t covers the pre service and inserviced government employee to grades ?%?G o the ational Pay 9cales.
Introduction of BP)&"
Bangladesh Public "dministration Training ;entre 5BP"T;6 has been at
the oreront o the development o public sector eecutives o the country. t
$as established in ?GH) under the *rdinance o Bangladesh Public
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"dministration Training ;entre *rdinance 5*rdinance o. [[ o ?GH)6 by
amalgamating the eisting institutions vi+. P", ;*T", B"9; and 9T. Nnder
the *rdinance o ?GH) the government issued a oti#cation 5o. 9-*%?(D?%
>@H) 3-56@P"T;%H@H8 part%6 on ?H "pril ?GH) $hich $as enacted on 'H "pril
?GH) to begin its activities.
4unctions of BP)&"
"ccording to 9ection% o the BP"T; *rdinance, the major unctions o
the ;entre are4
a. To conduct training or senior eecutive ocials o the government o
Bangladesh and business institution so that they may play efective roles in a
dynamic and developing society=
b. To provide on%the%job training or the employees o the republic and the
people $ho $ork under local authority=
c. To conduct oundation training or diferent ;ivil 9ervice ;adre ocials o
Bangladesh=
d. To conduct research@case study on public administration K development=
e. To publish books, journals K reports relating to administration K
development=
. To establish and maintain libraries and reading rooms=
g. To provide consultancy to the government, i and $hen necessary,
regarding administration and development to solve speci#c problems= and
h. To do other necessary activities to implement the objectives o the
*rdinance.
"nnual -eport ?O
BP"T; arranges diferent training courses, seminars, $orkshops other
than scheduled ones on re!uest o diferent organi+ations. t also provides
consultancy services to diferent organi+ations in conducting training
courses, seminars and $orkshops.
The courses conducted by BP"T; can be categori+ed into ), vi+.
)/ "areer Development "oursesE
B/ #hort #pecialied "oursesE
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"/ $efreshersF ProgramsE and
D/ Cther "ourses<
"areer development courses
A? "oundation Training +ourse @"T+?
B? Ad)anced +ourse on Administration , &e)elo'ment @A+A&?
+? Senior Sta* +ourse @SS+?
The ne$ entrants to the Bangladesh ;ivil 9ervice,
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;reate a congenial atmosphere o academic pursuit by putting
together participants $ith diverse background and $ork eperiences= Provide an open orum or ree and rank echange o kno$ledge,
ideas, and eperiences or understanding their roles as a practitioner,
policy maker and implementer o diferent plans, projects and
programs in the country’s administrative process.
&raining Methodolog(
>ectures and discussion= 9yndicate@group discussion@$orkshop= -ole play@simulation@brain storming= 9tudy tour@#eld trip= 9eminar paper presentation= :ilm sho$@video= Atension lectures=
9l.*
.
ame o the;ourses
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Npdate their communication skills in Anglish.
&raining Methodolog(
Practical eercise= ;ade study=
9eminar= 9yndicate $ork= :ield visit etc.
9l.
*
.
ame o the ;ourses
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&otal -22 -2+ A8
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)dministrative cadre and the wider civil service
The 9ecretary, 3oP" is appointed by, and accountable to, the Prime 3inister
as she holds the Astablishment portolio. The 9ecretary is supported by an
additional 9ecretary and #ve Loint 9ecretaries $ith responsibilities or si
administrative $ings 5administration= appointments postings and deputation=career planning and training= discipline and en!uiry= regulation= and
organi+ation and management6.
The ministry is composed o the ollo$ing $ings4
?. "dministration $ing 5"dmin%I6
'. The "ppointment, Promotion and
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?(. :oreign and local appointments=
??. The 3aintenance o the Personnel 3anagement normation 9ystem
5P396 o the ocers at the levels o 9ecretary, "dditional 9ecretary, Loint
9ecretary,
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'C. Periodic inspection and revie$ o staf position in 3inistries,
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consultation is aimed at maintaining the integrity o civil service rules and
practice. o$, in recruitment o public ocials and staf, Bangladesh ollo$s
district and other !uota systems $hich contradict the spirit o the
Bangladesh ;onstitute.
$ecommendations and suggestion
2uman resource management should change4
5?6 :rom generalist traditions to speciali+ed generalists, $ith strengthening o
epertise and openness=
5'6 :rom seniority based promotion, to promotion based on perormance
evaluation and competence, using air and transparent competition=
586 :rom inade!uate appraisal and merit concepts, to the strengthening o
individual perormance management through more articulated revie$systems=
5)6";- system should be more transparent and perormance and merit
based.
5D6 :rom re!uent and oten unpredictable rotation o posts to ne$ practice
strengthening o speciali+ation through the career development programs.
5O6 Politici+ation over the recruitment and selection process should be
removed.5C6 *penness should me the prime concern on the system.
5H6 Political resemblance should be removed on trade union.
5G6
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"oncluding remark
"lthough there are lots o problems prevailing in the civil service o
Bangladesh but nevertheless still $e have potential in terms o improvingour human resource management $hich is undamental or the efective
service delivery. ts high time government should look ater the issues and
problems o public personnel management or the purpose o creating a
modern cutting edge bureaucracy. "s because the overall development is
dependent on the proper unctioning o the civil service and the
development o civil service is dependent on the personnel management,
this is needles to coner that particular ocus on these issues discussed
above are paramount to be taken in notice $ith priority or ensuring a $ell
organi+ed and properly unctional civil service.