Sustainable Public Sector Reforms Employees Perspectives from Pakistan
Sustainable Public Sector Reforms: Employees Perspectives from Pakistan Mansoor Ahmad Quratulain Amber
Introduction • Public sector reforms in the developing countries are largely connected with failure. • Literature has discussed lack of focus on the political, historical and cultural context, while designing and implementing the reform initiatives, as a reason for this failure. • The political and historical context is out of control of the organizations; however, they can control the cultural context. • Therefore, this study, by focusing employees’ perspective, has evaluated the existing situation and the required focus areas for the successful implementation of the reform initiatives.
Literature Review • Andrews (2008) asserted that public sector reform in developing countries is a lost battle. She relates the failure of reforms with the contextual factors especially poverty and inequality. • Xavier (2013) also demonstrates strong favor of context based reforms, especially, an enabling environment for appropriate implementation and political commitment. • According to Pollitt (2013), context is not only important for the developing countries but also for the developed countries. Without proper understanding of the historical context, the success of public sector reforms is doubtful. • This study, therefore, attempted for the context based examination of the reform efforts in Pakistan, a developing country.
Methodology • Mixed Method Research Design – Qualitative Responses (14 interviews) – Quantitative Responses (339 Questionnaires) • Population – Seven Public Sector Organizations • Data Analyses – Qualitative (IPA Approach) – Quantitative (Descriptive) • The reform construct was measured by instrument adopted from Moynihan and Pandey (2007)
Results Changes fully implemented No changes considered 140 120 100 80 60 40 20 0 Few changes considered Benchmark Financial Decentralization Hierarchy Decentralization Procurement Some changes implemented Neutral Figure 1: Structural Reforms (Quantitative Responses)
Results No changes considered 120 100 80 60 Changes fully implemented Few changes considered 40 20 Training Strategic Planning 0 Employee empowerment HR Rules Some changes implemented Neutral Figure 2: Governance Reforms (Quantitative Responses)
Table 1: Qualitative Outcome Matrix Mater Themes Sub-Themes Existing Reforms Required Reforms Hierarchal layers need to substantially reduce especially for technical Hierarchal Layers NA hierarchy in pure government organizations. Improvement in rules of business is a serious concern government should consider to reduce red tape perception and manipulation of Structural Formal OS NA rules and policies Reforms Infrastructure of public organizations needs serious consideration, with respect of health and psychological well-being of employees, in terms of fresh air and sunlight. Reduction in the number of lower staff that facilitates employees movement for personal tasks such as Infrastructure NA tea/coffee/lunches, printing/photocopy etc. ICT tools are available, however, the efficient use of these tools as Governance ICT, E-Office / E- E-Office project is in place; however, its well as advancement of tools are required. E-Office is required its full Reforms Government implementation is in process. implementation. Service Structure Merit based unbiased hiring. Transparency in career growth is inevitable. Informal networking and socialization is even Organized efforts for informal social networking are required to save more than it is required. employees' time and energies. Social Networking Leaders’ role to change employees' mindset, their focus on PSM of Social Reforms Leadership NA employees and establishment of multi-dimensional trust is required. Open and knowledge friendly work environment and inclusion of Work Environment NA technical experts are inevitable.
Table 2: Merged Findings (Qualitative and Quantitative Findings) Master Theme Sub-Theme Qualitative findings Quantitative Findings Merged Findings Outcome Hierarchal Layers Hierarchal layers should be reduced. Formal OS Rules of business need revision. Structural Reforms Infrastructure Complementarity Confirmatory and Complementarity - - ICT tools are in place, however, E -Office implementation is required. Governance Reforms Some changes implemented. Confirmatory and Infrastructure need to support the wellbeing of employees. ICT Few changes considered. Service Structure Transparency in service structure Few changes considered Confirmatory and is inevitable. Complementarity especially in terms of training and development. Social Networking Need to improve the formal socialization practices. Leadership - - - Leaders’ role, being a role model, need to substantially improve. Social Reforms Work Environment Improved work environment in terms of knowledge friendly culture and technical expertise.
Reforms in Developing countries – A Way Forward • Focusing on one dimension and ignoring others may lead to serious danger of not receiving the ultimate required benefits of the reforms. • Every aspect of the organization has a strong link with other aspects such as employees’ perception of red tape promotes social dilemma and vice versa (Amber, Ahmad, Khan, & Hashmi, 2019) or change of employee mindset correlates with successful e-office implementation and change of employees’ perception is partially linked with effective role of the leader. • It is, therefore, suggested to bring in multi-dimensional horizontal reforms in public sector organizations that will provide required benefits. The multi-perspective reforms are illustrated in Figure 3 (see next Slide).
Reforms Governance Reforms Structural Social Reforms ICT Service Reforms Structure E-Office Hierarchal OS Work Environment Social Formal OS Network Infrastructure Leadership Figure 3: Multi-Dimensional Reforms
Conclusion and Discussion • The merged findings strongly suggest social and behavioral improvements for the successful implementation of the existing reform initiatives as well as for the formulation of the future reforms. • The results are in line with the suggestions made by World Bank in a report that says “[b]eyond changes to formal arrangements, public sector management reform is about changing the de facto behaviors and functioning of agents within the public sector” (Bank, 2012). • The study highlights the gray areas such as active and ethical leaders’ role, motivating employees for strong and healthy social networking and appropriate supportive work environment.
Recommendations • By virtue of the mixed method research design, additional methodological input is received by the analyses. • The qualitative analysis reveals three dimensions of reform initiatives, i. e. , structural, governance and social. • The analysis of reform instrument that is adopted from Moynihan and Pandey (2007 b) was done and it is identified that the instrument partially collects the response on two dimensions, i. e. , structural and governance. • It is, therefore, suggested to include the additional items in the existing reform instrument that covers the factors such as socialization, leadership role, work environment etc. Future research should revamp the existing reform instrument.
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