PIA 2501 HRD: Training and Education for Development

PIA 2501

HRD: Training and Education for Development

The “Chicken and Egg” Question

Human Resource Development versus Economic and Social Change

Which comes first?

Thus the Issue: (Since 1976)

Which Comes First?

The Administrative Challenge/capacity

It is very hard to change public sector structures or NGO focus

NGOs are easier but

It takes five years to educate a manager

Human Resource Development

Recruitment

Discipline/Termination

Motivation

Education and Training

Of these Recruitment

The Only Game in Town

Recruitment: Three Models

Patronage and Political Appointments vs.

Representation vs.

Education (merit) Recruitment

By what standards?

Recruitment

Representation vs. merit

Problem of the visible positions and the use of language

Professional Services: foreign service, military, police, technical-professional cadres each represent a separate set of issues

The Debate

Representation

“Representative Bureaucracy”

Affirmative Action

Ethnic Arithmetic

“Africanization” or Malaysianization”

The Transformation

Affirmative Action and the Representation Model

Active vs. Passive change

Inducements to move people to the private sector

Contracting Out as an inducement model

Recruitment:

Representation-merit vs. representation, continued

There are both political and economic demands made during and after a transition

Recruitment

Political, Merit and Representation Issues are all legitimate

The key issue: Can bureaucratic structures be used to promote socio-economic change and if so how should they be trained

What is the legitimate role for political set aside jobs (Schedule Two in U.S.)

Patronage, But…

HRD: The Transformation (1) Issues of discipline, termination

The life sinecure and problems of dead wood

(2) The role of participation in the HRD Development process: Self-discipline

Public and private sector professional associations, political parties, and trade unions

Grass Roots and Bottom Up Planning

3) The public vs. the NGO and the private sectors: who wins the HRD struggle?

Shift of

Focus

HRD: The Transformation

Motivation:

Theory x vs. Theory y

Motivation

Theory X:

Basic Needs: Money

Time in Motion

Frederick Taylor, Taylorism and Scientific Management

Frederick W. Taylor and the Hawthorne Factory Floor

Motivation Theory Y

Hawthorne Experiments- Chicago

Need to feel Human and part of social system

Consulting, Sensitivity Training, “Suggestion Boxes”

Maslov’s Hierarchy of Needs (Theory z)

First Level: Survival Needs--poverty culture and political uncertainty-Violation of the social contract

Second level: Non-economic motivations- Social and egocentric

Third Level: Self-actualization Ego-highest level

Maslow’s Hierarchy of Needs

Abraham Maslow The Full Hierarchy

HRD Focus: Training vs. Education

Education: Pre-Service

Basic Education

Higher Education

Training: In-Service

Higher Education:The Great Faith Leap

Training vs. Education

Pedagogy- Childhood Learning

Andragogy- Adult Centered Learning as Training

Knowledge vs. Skills

Differences: Child to Adult

Terms


Social Development

Health

Education

Communities and Networks

Terms Management Development

Long term disjointed learning process

Individual absorbs education and training through out his/her career

Overseas, University Education and Training Courses

Professional Education Models

Public Management and

Non-Profit Management follow Business School Models

Terms

Management Education

Classroom orient education

Focus on cognitive learning and knowledge acquisition

Not immediately applicable

Terms

Management Training

Skills oriented

Job-Specific and organizationally related

Aimed at increasing individual’s ability to do his or her job

Training Methods

Designer Training vs. Off the shelf

Facilitator vs. Trainer

Participatory vs. Lectures

Approaches to Training

Formal Training

Lectures

Case Studies

Simulation


On-the job Training

Coaching

Mentoring

Job Rotation

Learning Cycle

Concrete Experiences

Observation And

Reflection

Active Experimentation

Abstract Generalization

On-the Job Behavioral Influences

Physical-climate-office-Food

Personal Characteristics

-Intelligence-Culture

Biological, etc

Environmental And Interpersonal

-Colleagues-Superiors

-Subordinates, etc.

Social-Educational

-Ideology-Social and Religious

Norms

BehaviorCharacteristics


Action Training/Organizational Development (OD)

Field Analysis

Process Observation

Problem Diagnosis

Field Agents and Training


Non-Formal Training

Support Groups

Professional Associations

Study Circles

Travel and site Visits

Sources of Training

International Institutes and Universities

Local Universities

Government Institutes

Private Institutes

Regional Institutes/Third Country Training

Graduate School of Public and International Affairs

Problems

International Boondoggles

Local Universities- Educate rather than train

The NIPA (National Institute of Public Administration) Problem- Dead End

Problems

Bridging Training- Limited

Nuts and Bolts and Tunnel Vision

Paper Collection

Bounded Knowledge

The Transformation

Human Resource development planning: The Importance of a BASE LINE planning

Rule of Thumb: The Wider the target the less precise the planning

Base Line Planning

Macro-planning- Country Wide Sectoral Planning-single sector, eg.

agriculture Functional Planning- engineers Sub-national Planning- local level Institutional planning or

organizational- single unit Skills analysis- focus on individual


Project vs. program management planning

Implementation, institutional capacity and assessment

Focus of HRD Efforts

Human Resource Development, Development Management, Planning and Policy

The Focus of Education

Public administration vs. development administration

Potential for development administration

The role of NGOs and PVOs social movements, unions and cooperatives

Problems

Expatriate Consultants- Lack Knowledge

All trainers- Rote Training, Off the Shelf

Ethnocentric Skills (U.S. or U.K.) dominate

Francophone or Spanish- Secondary

Human Resource Development: Who Pays

International Involvement: Scholarships, Training, Institutional Development

Part of Donor Activities: Technical Assistance and Training

Books of the Week

Albert Memmi, Colonizer, Colonized

Daniel Bergner, In the Land of Magic Soldiers

Albert Memmi and Daniel Bergner

Oprah’s Book of the Week?

Discussion of Books

PIA 2501

TEN MINUTE BREAK

Supplementary Material

HRD/Training

Education and Training:

Knowledge Base

The problem of: bounded knowledge no short cuts to education

The key to the short-term experience: designer training

Organizational Development

Public Sector Higher Education System

Temptations of “Bridging” Training

Short 3-6 Week Training Program, in-country or overseas

Can substitute for the Experience of a University Education

Training best focused on skills not complex systems and knowledge

Temptations of “Bridging” Training

Extent to which the administrative culture reflects a high degree of paternalism

One needs flexible people, with flexible minds

Temptations of Bridging Training

The new administrators in Transitional states

First vs. second generation: The bridging generation can block the next generations

Problem of Bounded Knowledge

The Concept

Need for gradual retirement of existing Administrators and a staggered bridge

Problem of Bounded Knowledge The time factor

Professional and technical skills and "the art of management"

Administrative culture Issue of debate and discussion within the

public service (problem of conformity) Criticism of tunnel vision

Mentality of the old nuts and bolts mechanisms within the context of a centralized state


Education:

Entry Requirements The MPA style degree?

The role of University programs

Education and Training

The Prospects and Limits of training: Problems of management skills Basic Techniques and Processes (e.g.

Computers and Quantitative Skills) How much Consciousness Raising?

Development Management vs. Management Development The debate over Human Resource

Development Chicken and Egg Redux


Education in Public Management, Personnel, Financial Management, Management Information Systems (Masters Degree as a Professional Degree)

Public Policy Analysis and Issue Areas Public Administration Political Institutions and Processes Macro and Micro Economics Development Policy and Management (NGOs)

Training and Education

The role of overseas training and education: Problems of technical assistance Role of donors and the policy process Donor provision of planners and

administrators The attractiveness of Bridging

Training The Brain Drain Issue

Human Resource Development Background

The Problem Nature of the “promote socio-economic change bureaucracy” Can it?

Legacy: The nature of the stratified Civil Service Segregated or class based systems Elitist Generalist, legal or technical Extractive? Law and Order


Role of the state in economic development Nature of the mixed economy Management of public corporations Role of regulation trust busting Reputation of the African economic

model Asian, European and Latin American

comparisons (South Africa as a NIC)

The Transformation

Management Systems: Definitions and Types Routine administration Praetorian administration Scaffolding Administration Development mobilization Administration

non-routine

Human Resource Development, Development Management, Planning and Policy

The nature of the state decision-making process: planning (and = Planning vs. budgets) Privatization--administration and contracts Deconcentration vs devolution national vs.

local National Regional Local

Human Resource Development- Issue

Institutional Development, The Weberian model- Fit of existing institutions for development Mass of Regulations, routines and the

hierarchy: SOPs Absence of judgment, discretion and

creativity How suitable for Development


The civil service "spirit”; problems of morale

Pattern of indigenization, localization and equal access

Replacement of long service, old regime or expatriates with inexperienced, untrained, often "clerical" assistants or politicos with no professional skills


The civil service "spirit”; problems of morale

Role of the graduates

Issue of equating authority with age

Experience vs. the young's feeling of blockage from rapid promotion next generation of University

Sensitivity to Expatriates

Sensitivity to continuing influence of foreign “expatriates” in technical assistance and international organizations

Symbols of Colonialism or Dependence

Expatriate mentality and tendency to outside of the formal chain of command

Human Resource Development Background Issues

Negative image of Government Administration Need to shift from law and order

administration to development values

Willingness to accept non-governmental and civil society organizations

Question: Use of bureaucracy development to mobilize

people for economic change and provide for socio-activist, "organic" civil service, not a hierarchical, mechanistic one?

Documents

PIA 2501 HRD: Training and Education for Development