PHILOSOPHY FOR PUBLIC SECTOR REFORM Government's ...

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White Paper on Public Sector Reformdelivery of services; but they permit the entrenchment of patterns ofmanagement which make systems modification or innovation difficult. Thepublic sector must now see rules asdynamic and not as an ‘end’ in themselves, but as a ‘means’ in the total contextof "ends-means" relationships. Indeed, rules and procedures for the efficientoperation of the public service in a competitive context, must be flexibleenough to respond to the needs of the changing environment.2:3:3 Standards of Performance and AccountabilityThe difficulty in this area stems from the situation that few or no set standardsof performance exist as a general rule in the public service or that thosestandards previously observed, have generally fallen into disuse.The Government recognises that the deficiencies which help to undermine theattainment of organisational goals must be addressed. In this regard, experiencehas shown that -• the roles of many agencies are not clearly defined, occurring through adhoc growth and mix in the mandates of agencies;• the objectives are not specific, and the planning and control mechanismsare generally weak; and• training is not undertaken or is inadequate for the circumstances.The impact and persistence of these deficiencies directly contribute to poorperformance and accountability, negatively affect the proper functioning of thepublic service and erode public confidence in the operations and performance
White Paper on Public Sector Reformof public sector organisations and overall development.Standards of performance and other compliance mechanisms are imperative andwill need to be put in place to ensure that scarce resources are deployedeffectively within the organisation, so that its purpose, direction and goals maybe attained.2:3:4 Human Resource ManagementThe management of human resources in the public sector is constrained by amix of circumstances and conditions relating to recruitment, selection andtraining policies, operating procedures, discipline, structure, finance and thepsychological and physical environments, among others.But what emerges as a norm, is that the public sector, like other competitivemultifaceted organisations, requires personnel who are dedicated, appropriatelyoriented for the specific tasks, and fully committed towards serving the interestsof the organisation and the public at large.Indeed, the Government fully recognizes that the public service alreadycontains personnel of such calibre. But qualitative improvements in themanagement of the human resource are urgently required. A high premium andpriority attention and not mere lip service, will be placed on human resourcemanagement in the public service in order to attain improvements in the system.The reform of Human Resource Management system will see fundamentalchanges being made in areas such as:
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