CHAPTER 7 THE THEORETICAL REFLECTIONS
7.3 Cross Case Discussion
Box B (Low-High): These are stakeholders with the ability to influence the public service system, but whose interests are not always aligned with the general goals of employees of civil service. As a result, these stakeholders may pose a considerable danger, and they must be carefully monitored and managed. Civil service organizations should keep these stakeholders informed and involved, but strike a balance between high-level stakeholders' concerns and those who are directly affected by the chief executive's decisions.
Box C (High-Low): These are stakeholders who are critical to the success of the public sector yet have little influence. This means that if their interests are to be safeguarded, they will need to take specific measures. Following public service policy, rules, and industry norms, the public service system should honor obligations to these stakeholders and strive to keep stakeholders satisfied to the extent that the balance of costs and benefits allows.
Box D (Low-Low): The stakeholders in this box may require limited monitoring or evaluation and are of low priority because they have little influence or importance in the public service system. Employees of the government should give these stakeholders access to general channels of information and feedback.
Before initiating contact and moving forward to the active dialog, civil service systems must ensure that they are familiar with the objectives and preferred methods of communication they can use with specific stakeholders.
and 27.01 percent agreed to handle ICT equipment for e-services. More than 48% of participants believed that the e-service center should be established at the local level, such as Rural Municipalities and Municipalities. More than 64% of those polled agreed that the manual service system should be replaced with an ICT-based e-service system.
Nearly, 63 percent of participants agreed for converting the primary service centers to e-service centers having at least 25 employees of individual or group (micro- management team). There needs counting of each employee of the group to reach altogether 25 employees. Fewer participants agreed at least 25 employees of three and five united primary local public service offices for the expansion of the center services.
More than 58 percent of participants agreed to provide the options for the fractional right for primary services as manual in the locality. The rest of the participants did not agree with fractional rights because there may have been a development of conflict among them. The secondary support offices may not work smoothly for the new technology.
From this study, it can be concluded that micromanagement reform or primary e-service centers may be the alternative platform for being together and the new approach for reaching the unreached. It may increase collaboration and cooperation among the stakeholders.
Move towards Multi-Purpose Service Centers. Women have no disparities in their social phenomenon because of the cohesion among diversity. During both natural and man-made tragedies, they came together to aid one another. There is consistency in environmental-related activities and the development of high-quality services among the differences. Muslim and Dalit populations had a lower understanding of the civil service system's perceptions among different ethnic groups. In the study districts, a multi-sectoral intervention to strengthen civil service leadership practices was deemed necessary. E-governance in the civil service system was found to be more supported by the public service sector, according to research.
Setting Fundamental Values and Principles. The public service system should be based on values that are important to civil service employees concerning their key stakeholders. Social values represent the general preferences of the respective public service systems. The key values are usually included in the public service system’s mission statement, which is communicated to all of its members, as well as to the public.
Today, many public service institutions and according to the author’s survey, 13 % of Nepalese public service systems also have their code of ethics to make sure that their daily service activities and the conduct of their employees conform to their norms and principles. Such a code of ethics is a set of specific rules that are based on the values and the principles of the respective offices and which define standards for professional conduct. Such clearly defined rules and guidelines are used as a management tool, and they make it easier for employees to make decisions.
In Table 7.2, the key public service values were associated with individual stakeholders that were grouped according to the intervention area to which they belonged.
Table 7.2 Key Public Service System Values
Area Targeted Stakeholders Key Company Values Service Place Owners and Investors Transparency
Clients Personal Approach
Service Partners Quality
Workplace Employees Training and Development
Nonprofit Organizations Active Support
Local Authority Transparency
Environmental Nonprofit Organizations
Environmental Protection
Source: Based on a review of literature and outcomes of own research.
Based on the public service system values that were selected, the civil service system can then put together sets of principles of responsible behavior. These can serve as the basic building blocks of their strategy.
Increased Institutional Delivery. The respondents of chief executives of the public service organizations demonstrated high recall of the delays, its management, and management of the fund, transportation, and skilled person to assist public resource delivery. The employees knew all the preparation and did not hesitate to complain
against a particular leader in front of others for their unfriendly behavior. During the field visit, observation tours found that even members from the Dalit community expressed their dissatisfaction with discriminatory behavior in practice. Overall, the qualitative data suggested that the awareness of share members had increased and the existing leaders were busy providing services in environmental sanitation and resource mobilization. There was an improvement in good behavior, which created a demand for quality services and facilities.
Service Development and Innovations. The district's public servants were putting their skills to the test using cutting-edge physical environment models and service delivery best practices. Community awareness of disaster preparedness, resilient society through street theater, protection of water sources, and mock drills of social practices during cultural functions have changed the community's behavior and attitude towards the protection and promotion of public facilities. The public service offices in Kaski and Kavre have established integrated service centers in a single hamlet, utilizing resources from various Ministries. The number of service development activities has expanded, and free training has been made available to those with a wide range of vocational and technical abilities. For the distribution of goods and services, service management has been emphasized. Various areas of public service institutions can document innovations in service improvement operations.