CHAPTER 7 THE THEORETICAL REFLECTIONS
7.5 Optimizing Resource Manipulation and Coping with Challenges
The major feature of public service institutions is the identification and prioritization of resources obtainable from different sources, both within and around the society. Resource management focused on optimization of resources, automation of service using ICT, tackling alternative resource generation and fund management, motivating factors for the staff and employees, sharing information, building trust with stakeholders, making urgent decisions, and human resource management.
The Civil Service Employee as Center of Change. The staff worked as facilitators with clients during day-to-day service. For the most part, they didn't stay in their seats for very long. They spend a lot of time interacting with the other members. To assist members, developing their knowledge, the staff did not respond. Chief executives were viewed by many civil servants as mediators who simplified and clarified the public service mechanism in light of various resource mobilization plans.
Meaningful participation of members in public service management is explained in terms of the level of their participation in decision-making. Employee participation has increased motivation and has helped them to have higher aims for their duties and responsibilities.
Findings show that each member is unique and the civil service organization needs to establish harmony with each employee’s needs to foster resource mobilization.
It can be concluded that spending some 'special time' with each employee every day, giving full and undivided attention, and completely accepting each employee and his/her feelings are vital for quality improvement. Employees should be given a voice in the board's decision-making process to help them feel more invested in the future of their organization. Considering employees as agents of change leads to the development and transmission of knowledge.
Automation through ICT in Service. The use of ICT in day-to-day service was a unique feature of the civil service organizations in Nepal. The strategy included mandatory ICT service in some sample service centers. This was done so that they would be familiar with the use of ICT tools for providing documents transaction services, training, and data management. It has reduced the long queues, has made the execution of services faster, and has provided easy access to produce reports.
According to this study, ICT use has improved the sample Ministries' business processes in terms of efficiency and effectiveness. ICT education and ICT in education are both in line with the promotion and expansion of public services in public service organizations by providing leverage in product and service innovation.
Integrated and Holistic/Comprehensive Approach for Quality Service. The different components of quality service can be integrated into one for a better approach to the civil service organization’s development and management. There has been a holistic/comprehensive approach to the development of quality service in public service organizations in recent years. Components like staff management, resource management, socio-economic support to employees, and regular assessment can be integrated to come up with a better approach to quality management. In parallel, there is a need for a holistic/comprehensive approach to the employees’ all-around welfare in the family, including social and economic security and development.
The importance of inter-sectoral coordination has been emphasized in many plans and programs as mentioned in the strategic plans of all the sample Ministries. Various efforts were made to have inter-sectoral coordination among the relevant organizations including the district service office, local governments, social organizations, NGOs, and other stakeholders of the society. Formation of the community network, consumer
associations/unions, and federation of public organizations are some of the examples in this regard.
Figure 7.1 Integrated Approach of Public Service Management Source: Author' Illustration.
Figure 7.1 illustrates coordination among different stakeholders like government organizations, local governing bodies, media, mothers’ groups, and CBOs in the integrated approach of public service management. It was found to be effective in ensuring functional coordination among the relevant organizations. At the local level, groups involved in programs for family welfare and development coordinated their efforts. The respondents suggested that there should be an integrated policy framework for chief executives in civil service organizations to address the issues related to health, education, and development. Making a provision for boards or councils at the local level that includes representatives from different stakeholders for governance and management of public service would be more effective. This approach of integrating different stakeholders could produce cooperation in performance through the building
Academia
Federal, Provincial and Local Government
Authorities
NGO/ CBOs
Government Institutions for Civil Service
Regulation
Spiritual and Cultural Organizations
Training Centers
Press and Media
Mothers’ Groups
Civil Society
Public Employee Federation and
Councils
Civil Service Organizations
of trust, collaboration, and network, and thus they could share the resources and care for each other.
The participants of a focused group discussion emphasized that there should not only be interventions for data transactions in civil service organizations. Public service management should equally be taken from a holistic/comprehensive approach to employee care and development. The respondents pointed out that the holistic/comprehensive approach of managing civil service organizations should include the employees’ all-around welfare in the family, including social and economic security and development. It should incorporate the facilities for all-around development, including preventive and promotive schemes to the family. The spiritual and value education to the members were also found included within the management of public services through training as illustrated by yoga and meditation. Until and unless the holistic/comprehensive development of employees is not supported, resource mobilization in civil service organizations cannot be effective.
Health Care and Education Support
Preventive and
Promotive Interventions Conflict and Stress Management
Culture and Socialization
Participation and Team Work
Spiritual Activities (Yoga and Meditation)
Employee Empowerment
Economic Development
Training and Research
Comprehensive Approach to Public
Service Management
Figure 7.2 Holistic Approach to Development of Public Services
The holistic/comprehensive and integrated approach of public service management may be the framework for the Nepalese context for its sustainability and effectiveness. The different aspects of employees’ welfare and development can be ensured through the holistic/comprehensive approach of public service management.
This contributes to the growth of organizational strength by the creation and transfer of knowledge.
The practice of better performers has been assessed under trust and networks and by making stronger community relationships. The integrated approach of building social networks has included health and welfare organizations, government organizations children and women, civil society, parent associations, federal, provincial, and local authorities, NGOs/CBOs, councils and federations, mothers' groups, press, and media as well as training centers. The holistic/comprehensive approach has included participation and teamwork, training, spiritual activities, preventive and promotive activities for socio-economic development.