{"product_id":"himachal-pradesh-development-report-copy","title":"Unlocking the Human Potential for Public Sector Performance","description":"\u003ch2 class=\"d_normalheder\"\u003e\u003cspan\u003eAbout the Book\u003c\/span\u003e\u003c\/h2\u003e\n\u003cdiv\u003e\n\u003cp\u003eThe conditions of globalization, including economic integration, fiscal discipline, introduction of information communications technologies and democratic governance, have increasingly forced states to redefine their role in public management and to reform the public administration system. However, there is growing realization amongst decision makers that policy and institutional reform per se will not be sufficient to revitalize the public sector. Major strengthening of the knowledge, skills, values, attitudes and leadership abilities of human capital is also needed to transform the public sector, particularly in developing countries and countries with economies in transition. This year's Report is expected to contribute to global and national debates on this important topic.\u003c\/p\u003e\n\u003c\/div\u003e\n\u003ch2 class=\"d_normalheder\"\u003e\n\u003cspan\u003e\u003c\/span\u003e\u003cbr\u003e\n\u003c\/h2\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003ch2 class=\"d_normalheder\"\u003e\u003cspan\u003eAbout the Author(s) \/ Editor(s)\u003c\/span\u003e\u003c\/h2\u003e\n\u003cdiv\u003e\n\u003cp\u003eUNITED NATIONS \u003c\/p\u003e\n\u003c\/div\u003e\n\u003cdiv class=\"glossymenu\"\u003e\u003cbr\u003e\u003c\/div\u003e\n\u003cdiv class=\"glossymenu\"\u003e\u003cbr\u003e\u003c\/div\u003e\n\u003cdiv class=\"glossymenu\"\u003e\u003cbr\u003e\u003c\/div\u003e\n\u003cdiv class=\"glossymenu\"\u003e\u003c\/div\u003e\n\u003ch2 class=\"glossymenu\"\u003eContents in Detail\u003c\/h2\u003e\n\u003cdiv class=\"glossymenu\"\u003e\n\u003cem\u003eForeword\u003c\/em\u003e\n\u003cdiv class=\"submenu\"\u003e\n\u003cp\u003e\u003cbr\u003e\u003cem\u003ePreface \u003c\/em\u003e\u003c\/p\u003e\n\u003cp\u003e\u003cbr\u003e\u003cem\u003eAcknowledgements\u003c\/em\u003e\u003c\/p\u003e\n\u003cp\u003e\u003cbr\u003e\u003cem\u003eExecutive summary \u003c\/em\u003e\u003c\/p\u003e\n\u003cp\u003e\u003cbr\u003e\u003cem\u003eExplanatory notes\u003c\/em\u003e\u003cbr\u003e     \u003c\/p\u003e\n\u003cp\u003e    \u003c\/p\u003e\n\u003cp\u003e\u003cbr\u003e\u003cstrong\u003eTowards an Impartial, Professional and Responsive Public Service\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e\u003cstrong\u003eIntroduction\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003e   \u003c\/p\u003e\n\u003cp\u003e     \u003cbr\u003e\u003cstrong\u003eI.The globalization of public sector reform\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e  The changing role of public administration\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e  Traditional public administration\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e  Public management\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e  Responsive governance\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e  Emerging issues\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e  The resilience of traditional civil service values\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e  Public administration: responsive to whom?\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e  Responsiveness to politicians\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e  Responsiveness to citizens and customers\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e  Towards a new synthesis\u003cbr\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e\u003cstrong\u003eII.Human resource management and government performance\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e   Why HRM matters\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e   The importance of merit-oriented HRM policies\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e   Government as a “model employer”\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e   HRM reform: “starting from where you find yourself”\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e   Reform requires sound political diagnosis\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e   Leadership commitment is necessary\u003cbr\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e\u003cstrong\u003eIII.Socio-economic challenges facing HRM\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003e\u003cbr\u003e     Demographic changes\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e     Shortage of skilled labour \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e     Labour migration \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e     Potential benefits of labour migration \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e     HIV\/AIDS \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e     Managing in an HIV\/AIDS environment\u003cbr\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e\u003cbr\u003e\u003cstrong\u003eIV.The mixed results of HRM reform\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003e\u003cbr\u003e     Structural adjustment and downsizing\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e     New public management: lessons learned\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e     Outsourcing: a double-edged sword\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e     Performance-related pay: an unwarranted\u003cbr\u003e     panacea?\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e     NPM: more than a doctrine\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e     Leap-frogging: a possibility?\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e     Labour relations in the public service\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e     Diversity management\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e     Gender imbalance\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e     Accommodating diversity\u003cbr\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e\u003cbr\u003e\u003cstrong\u003eV.Managing people as a strategic resource\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003e\u003cbr\u003e   Adopting a holistic approach to reform\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e   Building an effective HRM institutional\u003cbr\u003e   framework\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e   Legal and regulatory reform\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e   Central government: assigning the HRM\u003cbr\u003e   leadership role\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e   Central and line agencies: establishing the\u003cbr\u003e   division of HRM responsibility\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e   Professionalizing human resource\u003cbr\u003e   management\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e   HRM units: towards strategic specialization \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e   Competence frameworks: setting the\u003cbr\u003e   standard for performance \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e   Merit-based appointment: getting the\u003cbr\u003e   best person for the job \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e   Developing a pay policy: attracting and\u003cbr\u003e   retaining talent \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e   Performance management and appraisal:\u003cbr\u003e   supporting and developing staff\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e   Rightsizing: getting staffing back on track \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003cbr\u003e\u003cstrong\u003eVI.Promoting organizational learning in\u003cbr\u003e    the public service\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003e\u003cbr\u003e    Organizational culture: changing\u003cbr\u003e     mindsets \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e    Compliance: a virtue turned vice \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e    Organizational learning: a people-\u003cbr\u003e    centred framework\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e    Strategic areas to promote organizational\u003cbr\u003e    learning \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e    Improve knowledge-sharing and management \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e    Promote mentoring programmes for staff \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e    Enhance the analytical capacity of\u003cbr\u003e    government \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e    Strengthen the career development system \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e    Leadership as the facilitator of learning \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e    Technical summary: Public sector performance,\u003cbr\u003e    prestige and promotion\u003c\/p\u003e\n\u003cp\u003e\u003cbr\u003e    Public sector performance\u003c\/p\u003e\n\u003cp\u003e\u003cbr\u003e    Prestige of a public sector career \u003c\/p\u003e\n\u003cp\u003e\u003cbr\u003e    Promotion to high-level political posts\u003cbr\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e\u003cem\u003eBibliography\u003c\/em\u003e\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e\u003cstrong\u003eBoxes\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e1.Information and communication\u003cbr\u003e   technologies\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e2.UN\/DESA analysis of government\u003cbr\u003e   performance\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e3.Political discretion in reform—Benin\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e4.Old age, new challenges—China\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e5.Pension reform for a sustainable\u003cbr\u003e   future—Brazil\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e6.Turning brain drain into brain\u003cbr\u003e   gain—Philippines\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e7.Stemming the brain drain—South Africa\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e8.The impact of HIV\/AIDS on the\u003cbr\u003e   public service—Malawi\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e9.Outsourcing public services: the National\u003cbr\u003e   Health Service—United Kingdom\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e10.Performance-related pay: if you fail to\u003cbr\u003e    prepare, you prepare to fail—Mauritius\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e11.The Public Service Modernization Act\u003cbr\u003e     —Canada\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e12.The role of ICTs in facilitating\u003cbr\u003e     decentralized HRM—Cameroon\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e13.A voluntary retirement scheme—India\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e14.Rightsizing the right way—Uruguay\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e15.Developing a shared vision—Germany\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e16.Leading by example—Namibia\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e\u003cstrong\u003eFigures\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003e\u003cbr\u003e1.Driving and restraining forces in Moroccan reform\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e2.Ten developing countries with highest emigration\u003cbr\u003e   rates of highly educated people to OECD\u003cbr\u003e   countries, 1999–2001\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e3.Ten largest developing-country recipients\u003cbr\u003e   of remittances, 2002\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e4.Ten developing countries with largest ratios\u003cbr\u003e   of remittances to GDP, 2002\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e5.Ten developing countries with highest proportion\u003cbr\u003e   of adults living with HIV, 2003\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e6.Ten developing countries with the most\u003cbr\u003e   adults living with HIV, 2003\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e7.Central government expenditure on wages\u003cbr\u003e   in 49 developing countries, 1980–1999\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e8.Decision-makers one level below that of minister\u003cbr\u003e   in the central administration of 30 European\u003cbr\u003e   countries, by gender, 2004\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e9.Decision-makers two levels below that of minister\u003cbr\u003e   in the central administration of 30 European\u003cbr\u003e   countries, by gender, 2004\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e\u003cbr\u003e\u003cstrong\u003eScatter plots\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003e\u003cbr\u003e1.Bureaucratic quality and merit\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e2.Integrity and merit\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e3.Bureaucratic quality and salary\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e4.Integrity and salary\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e5.Prestige and new public management\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e\u003cstrong\u003eTables\u003c\/strong\u003e\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e1.Three models of public administration\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e2.Six forms of accountability\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e3.Approaches for different stages\u003cbr\u003e   of HRM reform\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e4.Composition of Chad’s civil service, 2002\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e5.Selected HRM features of the three\u003cbr\u003e   models of public administration\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e6.Responsibility for HRM in central\u003cbr\u003e   government agencies\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e7.A competence framework for HRM\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e8.Selected pay-scale compression\u003cbr\u003e   ratios, 1991–2003\u003c\/p\u003e\n\u003cp\u003e \u003c\/p\u003e\n\u003cp\u003e9.Wages and salaries in federal\u003cbr\u003e   versus unitary states\u003c\/p\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\u003ctable width=\"100%\" style=\"width: 100.707%; height: 81px;\"\u003e\n\u003ctbody\u003e\n\u003ctr style=\"height: 20.25px;\"\u003e\n\u003ctd style=\"width: 51.5957%; height: 20.25px;\"\u003ePublisher\u003c\/td\u003e\n\u003ctd style=\"width: 48.0496%; height: 20.25px;\"\u003eAF Press\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr style=\"height: 20.25px;\"\u003e\n\u003ctd style=\"width: 51.5957%; height: 20.25px;\"\u003ePublication Date\u003c\/td\u003e\n\u003ctd style=\"width: 48.0496%; height: 20.25px;\"\u003e2006\u003cmeta charset=\"utf-8\"\u003e\n\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr style=\"height: 20.25px;\"\u003e\n\u003ctd style=\"width: 51.5957%; height: 20.25px;\"\u003eNumber of Pages\u003c\/td\u003e\n\u003ctd style=\"width: 48.0496%; height: 20.25px;\"\u003e141\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003ctr style=\"height: 20.25px;\"\u003e\n\u003ctd style=\"width: 51.5957%; height: 20.25px;\"\u003eISBN\u003c\/td\u003e\n\u003ctd style=\"width: 48.0496%; height: 20.25px;\"\u003e\n\u003cmeta charset=\"utf-8\"\u003e \u003cmeta charset=\"utf-8\"\u003e \u003cspan\u003e8171885225\u003c\/span\u003e\u003cbr\u003e\n\u003c\/td\u003e\n\u003c\/tr\u003e\n\u003c\/tbody\u003e\n\u003c\/table\u003e","brand":"United Nations","offers":[{"title":"Paperback \/ ENG- English \/ Public Policy","offer_id":51405176013121,"sku":null,"price":995.0,"currency_code":"INR","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0938\/9067\/5009\/files\/8171885225-web-305-unlockin.jpg?v=1771499860","url":"https:\/\/www.academicfoundation.com\/products\/himachal-pradesh-development-report-copy","provider":"Academic Foundation | AF Press","version":"1.0","type":"link"}