pillars of good governance

REVIEW ON THE BOOK ENTITLED HUMAN RESOURCES FOR EFFECTIVE PUBLIC ADMINISTRATION IN A GLOBALIZED WORLD

by Ann Cervales

Some of the salient points discussed in the material, i.e., efficiency, effectiveness, transparency and accountability have long been studied and discussed by many scholars and likewise, have been examined by many people around the globe to test whether these principles are applicable, and if they are, how effective are they?  True enough, these principles are excellent and are applicable, thus they are somehow considered the pillars of good governance.  But the question is how far are we faring in terms of implementation?  

In the Philippines, our leaders and professionals have been striving hard to apply these principles in their respective organizations.  Some may be successful, but the truth is, our country has still a long way to go to realize these principles.  In fact, applying these principles in actuality pose to be much of a challenge.  This is especially true in the areas of transparency and accountability.  In these specific areas, our Philippine bureaucracy has a lot to account for.  Besides, we all know that however excellent these principles are, it is the implementation that what matters most.   

Let us look at some of the other issues and principles presented.  The material is divided into three parts, which in turn divided into eight chapters.  Part One of the book looks at critical issues related to the changing role of the state and public sector performance.  Specifically, Chapter I examines the major transformations the State and public administration are undergoing in different parts of the world, which includes the third world countries.

Within the framework of extreme diversity in local conditions and situations leading to administrative change, Alberti and Bertucci (two of the authors) identify four major worldwide trends:  first, construction or re-construction of the States that operates according to the rule of law; second, modernization of the State; third, reconfiguration of the role of the State, and finally, revitalization of democracy.  

Again, these areas are not new trends; however, we should look at them with new light.  Specifically, as a third world country, we should be concerned more on the fourth area which is revitalization of democracy.  For more than two decades now, the Philippines has been considered a country which enjoys democracy.  But, what is democracy in the real sense of the word?  Is our country really enjoying it?  If yes, then, up to what extent?  As we all aware and probably all Filipino people would agree if I say that our country is not really free in the truest sense of the word.  We are not truly independent.  This truth can be examined if we try to be honest within ourselves that, as country, Philippines does not truly enjoy democracy.  This situation is the result of poor economic management which can be blamed to our government leaders who are aware of this fact but aren’t doing anything to solve the problem.  The fact is we are not economically free.  We depend on the first-world countries in order for us to survive economically.  If the people in the government are aware of this fact, it’s either they can’t do anything about it or they are being led by the nose.  Either way, we are still searching for the right formula applicable to solve the problems in our country, which is a sad reality.  If we try to solve these problems, issues like graft and corruption, political accommodation and the like, which are centuries-old problems keep on emerging.  This is an annoying fact, however, we have to accept that there really are problems so that we don’t try to avoid solving them, but rather, we would find the best solutions to these.

Chapter II of the book starts by looking at the failures and successes at reforming the public service.  In this chapter,  Bourgon highlights and analyzes three key challenges:  first,  finding the right balance between the market and the state in a global context; second, the need for leadership within the civil service; and finally,  the impact of the knowledge imperative.  In order to discuss this further, we should know the real meaning of the term knowledge imperative.  What is it?  How does it function and how important is it to good governance?  Knowledge imperative is the knowledge applicable in the public service and within the public service.  This is beyond the knowledge that the public and the public servants know but rather the proper application of this knowledge in the delivery of the “perfect” public service, the pillars of good governance included, i.e. effectiveness, efficiency, accountability and transparency.  Once again, I need to mention that the Philippine bureaucracy and governance is still far and is still struggling to find the exact and proper way in terms of the application of the knowledge imperative strategy.  

Chapter III examines a critical issue related to one of the most important functions of governments, i.e., policy-making.   Aguilar, Galindez and Velasco focus on the development of human resources to increase policy capacity in the public sector.  In doing so, they advance three arguments:  first, that developing policy capacity demands focusing on the individual’s competencies and that such people-oriented approach is a crucial factor for achieving successful reforms.  Second, that conventional means for developing competencies, i.e. traditional training and development methods are not enough to adapt present policy capacities to the demands of ever changing environments.  Thirdly, that human resource development for building policy capacity requires action in at least three interrelated areas:  first, the internal practices regarding the management of the human and intellectual capital of public organization;  second, the institutional frameworks under which the different activities of the policy cycle are performed;   and the responsibilities that national institutes or schools of public administration have in supporting an adequate relationship between demand and supply of competencies in the public sector. This important knowledge is indispensable for good governance.  

In the Philippines, we are the champion of acquiring all the knowledge that we could muster.  Filipinos are not non-intellectuals, rather, it’s quite the opposite.  However, the application and implementation of all these excellent policies and principles that we learn pose to be, once again, a challenge for every one of us, especially for the people in the public service.  Issues like political accommodation and negative Filipino traits as we learn if we examine our culture, are seen as the hindrances towards authentic good governance. 

Part Two of the book focuses on key issues related to leadership capacity development in the public service, with a particular focus on developing countries wherein Chapter IV examines how to strengthen the human capacity and leadership in the public sector for achieving the Millennium Development Goals.  This chapter examines the key issues that need to be addressed in order to promote adequate capacities among public servants and provides also an overview of the main competencies that need to be developed for effective leadership in a democratic system.  In these challenging times, the development of human capital is not a luxury or a fancy term, but it is indeed a prerequisite for a functioning government. Chapter V focuses on the concept of efficiency and accountability of senior officials drawing insights from the Pakistani case and provides recommendations on how to improve the performance and accountability of public servants.  Razzaq points out that there is a need to bring about changes in senior officials’ behaviour and attitudes by promoting a positive relationship with citizens, enhancing practices of fairness, transparency, even handed treatment, efficiency and economy.  A change in the administration of the bureaucracy would have a positive effect on the public, which in turn would improve efficiency and accountability, trust in the government, as well as change the public image of public sector officials. 

Part Three of this publication discusses some of the key trends and challenges in human resources management, including recruitment and selection of public workers, diversity management, and surprising enough, the issue on the impact of HIV/AIDS on human resources management in the public sector is included.  I am really amazed and surprised why is it that the issue on HIV/AIDS is included in the discussion.  Probably because, as the disease is pandemic, we ought to discuss this problem as surely, this would affect effective public service.    

In Chapter VI, Lavigna and Hayes argue that most of the international community is faced with a common set of human resource management (HRM) dilemmas.  Creating conditions and practices that enable and encourage all employees to produce their best is the challenge of all organizations.   Creating conditions and promoting practices that enable and encourage all employees to want to produce their best is a challenge for all managers. There is a widespread recognition of the part HR plays in ensuring that the right people are in the right place doing the right thing.

Chapter VIII aims to draw out the specific links between human resources practice and diversity management.  Diversity is a complex and emotive subject and covers a vast territory of issues.  In this light, diversity management is a great challenge and perhaps, a new knowledge along with the subject on knowledge imperative.  The author argues that diversity management is good people management.  Effective people management can lead to improved performance and better service delivery.  It maps out the main issues and challenges of diversity for public sector organizations.  The author points out that according to the prevailing literature on the subject matter, the organizational benefits in managing in diversity include:  improve recruitment and retention; reduced staff turn over and absence costs; greater creativity and flexibility; and enhanced customer service.  Diversity management is not a single program or a one-off intervention. If it is to be effectively implemented it needs to be developed as an integrated, on-going set of management and organizational practices. 

Knowledge of these things is not enough for any scholar, but rather, it is the application of this knowledge is what matters most.  It is a challenge for every one of us and not only the public servants to put this knowledge into practice.  If we are successful in doing such, our bureaucracy will boast of effective, efficient, transparent and accountable government.

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