CHAPTER 8 REEL IN EFFECTIVENESS AND IMPROVEMENT
8.4 Implications
Based on the key findings and conclusions, the following implications have been drawn from the study.
Philosophical Implications. A key philosophical approach from the integrated and the holistic approaches of empowerment of employees in present-day Nepali (Hindu) society and does not imply that multisectoral and multilevel interventions are necessarily appropriate. The technological reform can be an option for the mitigation of leadership role effectiveness concerning quality service sustaining. The seven principles of public service motivation can be the alternatives for democratically employing empowerment practice. Education, training and information, cooperation among the members, and responsibility to the community would be the philosophical basis of public service management principles for democratic member control.
The implication to the Policy Makers. Policymakers should realize the impact of policy decisions on the successful implementation of development programs for REEL. In this condition, policymakers can focus on rules and regulations for good governance and collaboration for entrepreneurship development through proper resource mobilization.
Governmental policies should address the education rights of employees, vocational training, and technical education. High tech use policy would be an option to provide in contract base/lease for front-line service providers. Model public service management system regulation policies should be developed in rural areas such that the right should be established for people.
Government should focus on technology-based public service systems and provide modern equipment and financial support for them. It should provide the services of public demand at the local level as registration, supervision, monitoring and provide the essential suggestion, training of management, accounting system, marketing, and other relevant services. Flexibility in an employee taking even single- digit group felt the need of accepting the formation of the team (micromanagement) and the ICT-based education should be provided to the targeted employees like front desk service providers.
Policymakers must realize the impact of policy decisions on the successful implementation of the flexible contextualized model of management, well-balanced ecological environment, and improvement of socio-economic prosperity in the community. Policy-making participants develop and sustain with other network actors outside the boundary provided by the organization.
International donor agencies, NGOs, and INGOs should work for public service employee empowerment programs focusing on a sustainable model. Partnership programs should be a priority and coordination for economic growth and creation of job opportunities for solving the problem of unemployment should be development goals. Development partners should focus on the awareness of people and should focus on the development of training centers. Also, their support is needed for the modernization system in public service centers by management of ICTs, by using the maximum utility of machinery equipment.
Implication for Employee leadership: Public service management should be devised by integrating administrative characteristics and leadership functions. Distinct targets of quality performance should be set along with quality improvement programs.
The collaborative approach of management in planning, implementation, control, and continuous improvement functions should be adopted. A permanent source of financing should be focused on self-sufficiency. Emphasis should be given to corporate participation to reduce the present level of dependency on the government. Quality should be used as a cost controlling mechanism rather than costing excessively on it.
Employee participation is necessary for planning, implementation, and control systems.
Institute training and the use of information and technology are necessary. Chief executive leaders should be acquainted with the minimum required managerial and leadership skills to act as the change agent for women’s empowerment. Overall, preparing pre-determined standards and indicators must standardize the resource mobilization process.
The implication to Public Service Management: Civil service institutions can work as effective tools for e-governance initiatives. Thus, different programs should be applied from governmental and non-governmental sectors for encouraging the employees to become involved in the public service movement. The civil service system should focus on ICTs and the base of local resources. It is needed to provide the
training and backup devices to the employees through the government units, micromanagement accessories, and other technical support. REEL should help the government employees to develop the network at the local level to support the ICT- based consultancy, employment, and income-generating professional services.
The standards and indicators of resource mobilization within civil service centers in the Nepali context should be determined at the national level. The chief executive-level leadership should be taken as the unit of reforms of the regulatory system. Employee leadership should be supported by providing skills, capabilities, and knowledge to create total quality management consciousness. Leadership for the public service system should be incorporated in training and development programs.
A practice of performance evaluation of the civil service system as well as the employee leaders should be established by assessing periodically the extent to which the employee empowerment programs reflect efficiency and effectiveness. Training and development opportunities should be provided to employees on a cost-sharing basis.
Accountability should be institutionalized at all levels. The reward and punishment system should be revisited, and it should be with pre-determined standards. Community participation in the overall management and development of public service centers should insist on cost reduction and impart quality service. The government should come up with a relevant policy to attract employee participation.
REEL of public service organizations has important implications for resource management and optimum utilization. People sometimes confuse leadership theory and management theory believing that leaders should avoid setting clear goals, guiding instruction, or correcting followers’ misconceptions. REEL approach supports many of these practices. The practice emphasizes high-quality examples and representations of employee roles, high levels of employees’ interaction, and leader connection to the real world. Managers who ground their role in civil service systems realize that dictatorship and top-down approach of planning often fails to promote deep understanding in members.
Public service management involves communication, motivation, involvement techniques and methods, physical environment, and discipline and evaluation in the organization. Share members’ engagement, leaders asking questions rather than giving directions, and hearing members' voices are implied to participatory management.
There is no punishment, no prize, but there is intrinsic motivation in the public service system. Members are motivated by the workplace improvement that benefits them.
Leaders and employees accept REEL as their area. The techniques and methods involve encouragement of employees’ direct involvement through discussion, group work, members’ presentations, debates, simulations, brainstorming, and individual engagement. There should be member autonomy. The leader accepts individual differences and encourages higher-level thinking. The physical environment in a community considers the profession the employees are involved with.
Public service employees should be made responsible individuals who are autonomous players in the service centers. Evaluation should be for improvement.
Learned lessons and good practices should be evaluated and replicated.
Implications to the Public Service Champions and Development Activists.
Another implication of the findings is to include more empowerment strategies to give facilitators and development activists an intense opportunity to examine the local situation of the REEL. The data indicated that the key informants demonstrated a higher level of understanding of the importance of resource mobilization. Giving the members more opportunities in group performance can enhance conceptual understanding of the concepts being applied. Enhanced management investigations can actively involve share members in carrying out the processes of public resource management by moving from observing and participating to demonstrating entrepreneurial activities. The expectations were higher in the lower-level employees. The impact of facilitation practice is extremely needed for skill development and innovation in social responsibility.
Another implication of this study is to apply different good practices among the public service systems. From the findings, it can be seen that not all the employees were successful in improving the workplace environment, but also the chief executives were identified as transformative cum innovative leaders, as one employee demonstrated in the ‘bitter experience’ range. Female employees performed better than males on leadership practice and participation in ICT handling. Even though it seemed that the females outperformed the males based on the existing research evaluations, males outperformed females in coordination and communication. Additional research is
needed to further explore this relationship between gender, assessment strategies, participatory planning, and resource use.
This approach of resource mobilization is a guideline for the vocational and technical educators to adapt the skills and technology based on the available resources and localization of technology. Civil service employees’ participation in the adaptation of the profession is linked to their chance of getting the resources at their own pace. If technical and vocational educators are to make the necessary changes in moving towards training the government employees, they need to be aware of the type of resource, and quantity and quality of resources available in the territory. Changes in the actions of technical and vocational instructors, such as those indicated, can effectively communicate to other members what they think and say.
Implications for the Employees: Employees taking responsibility for being involved in a group, led by their ideas, informed by the ideas of others, participate in maintaining the ICT backups, listen to others, prepare individual constructed acts in a milieu of social interaction/negotiation. Chief executive officers allow their staff to interact with real-life situations and build mental structures that allow them to comprehend their surroundings for themselves. As they practice using their ICT devices, members should work on honing the skills necessary to solve the challenges they face along the way. Employees organize information, explore viable surroundings, execute entrepreneurial activities, and monitor their involvement, not facilitators or development activists.
Since, personnel may be mobilized in various urban and rural locations, regardless of age or ability, this is an effective way to handle e-governance services.
Implications for Local Government Actors: The local government actors can play an important role in developing a suitable environment for ICT-backed technology transfer through government employees. The local government actors have to consider the facilitation of government policies and programs in line with public service management preferences to increase the role of government actors and prepare the module for the training and program evaluation.
The principles of knowledge acquisition should be particularly well-suited for this purpose because they have implications for what and how people are taught, how their progress toward expertise in managing resources is conceptualized, and how
people are empowered. Critical analysis and structured reflection on formal practice and everyday practical experience are necessary to incorporate in the timely amendment of policies and programs.
The employees must understand the commitment level necessary for the creation of a participatory environment and show willingness for its practice in office automation. The study's chief executives were aware of the demands and tensions that come with being a leader. Their remarks ranged from vital insights into leadership in action to views on leadership as 'learned behavior’. Research from other fields supports the notion of 'learned' leadership potential in large numbers. Stimulators are those who lead (who get things started). They are story-tellers (to encourage dialogue and add understanding). They are problem solvers and networkers, all rolled into one. They are strongly concerned about the role of employees, customers, resource mobilization, sustainable environment with technology balance, and service enhancement, and they become involved in these areas. To assist employees, deal with, make sense of, and comprehend the new circumstances of the rural environment as it transforms into e- governance, leaders give a context for professional learning in these settings.
Effective leaders are often seen as facilitators who delegate and empower others. Such people have a clear vision for the community they lead, and they base it on certain core values and beliefs. It would also appear that where leadership is both learned and shared, there is more possibility of organizational development and change.
Within the accounts of REEL in this study, it was clear that they were both aware of and involved in the process of leadership. They were both contributors to and recipients of effective leadership practice. It involves leading communities of inquiry in which the agenda is owned by those employees, and is constantly evolving, developing, and being constructed through questioning and dialogue. “Making, not copying” and “Learning together” indicates the ability to respond to change.