• Public management in global perspective by Schiavo-campo, Salvatore and Mcferson, HazelM.

• Bureaucracy in Pakistan by Charles H.Kannedy• Report of International Crisis group “Reforming Pakistan's Civil

Service” Asia Report N°185 – 16 February 2010• Pakistan: A Civil service in An Obsolescing Imperial Tradition by

GARTH N. JONES• Daily Times News Paper on Wednesday, March 31, 2010• NCGR Report • Report on Revision of basic pay scales, allowances and pension of civil

employees of federal government (2005) by Finance Division

Government personnel management consists of four fundamental functions:

Planning Acquisition Development Sanction (Klingner et al. 1998)

Personnel requirements Jobs Pay and benefits

Recruitment and selection of personnel

Task of : Orienting Training Motivating Evaluating employees

Establishment and maintenance of expectations and obligations

Different social values have led to different personnel systems in different countries.

In general, evolution of government personnel systems has shown a transition from political patronage and personalism to a merit based system, political neutrality, continutiy, integratiy and professionalism.

Permanent ( e.g. civil service) Fixed term contracts Part time work Casual or contractual appointments

From the dawn of the British raj, member of the bureaucracy were divided into covenanted and un- covenanted public servants

later into those who were Gazetted and non Gazetted Afterwards it was converted into 4 classes ranging from

officer level class I, to menial level class IV In 1973 the ranks were reorganized into 22 national pay

grades

Federal Government 538 000 22.5%

Provincial Governments

607 000 25.5%

District Governments

1239 000 52.0%

Total : 2384000 100%

NUMBER OF PUBLIC EMPLOYEES IN PAKISTAN

Civil service The civil service often refers to a subset of overall

government employment—the group of employees who perform core or higher-skill tasks.

• One of the most organized and effective institutions which inherited from British colonial rule was the civil service.

• In Pakistan, soon after independence, the Indian civil service cadre war re-designated as the Pakistan Administrative service and subsequently as the civil service of Pakistan.

Presently, the Civil Services of Pakistan are divided into 14 groups and services; Out of these 14 groups and services, 11 are called groups, 03 are called services.

Pakistan Audit and Accounts Service

Income Tax Group (ITG)

Foreign Service of Pakistan (FSP)

Information Group (IG)

Police Service of Pakistan (PSP) Customs and Excise Group (CEG

Postal Group (PG) Military Lands and cantonment Group (MLCG)

Commerce & Trade Group(CTG)

Office Management Group (OMG)

Railways Group (RG) Secretariat Group

District Management Group (DMG)

Ex-Cadre Officers

FPSC Is responsible for direct recruitment to officer level positions

in the federal bureaucracy FPSC conducts tests and examinations to all federal posts of

and above a specified level of seniorityDirect induction of military officers Military inductees do not have to take the CSS examination or

any other entry test, and are instead simply nominated by their respective military hierarchies and then subject to an interview by the FPSC.

Advertisement against listed vacancies in ministries and departments

Ad hoc recruitment by departments or ministries for temporary vacancies

Each of the provinces has its own public service commission, constituted along similar lines to the FPSC and responsible for recruitment to the provincial civil service.

The provincial commission comprise of; Punjab Public Service Commission(PPSC) Sindh Public Service Commission(SPSC) Baluchistan Public Service Commission(BPSC) K.P.K Public Service Commission (KPSC)

Merit Quota . . . . . . . . . . . . . . …………………………. 10% Punjab (including the Federal area Islamabad) . . . . . . . . .50% Sindh (including Karachi) . . . . . . . . . . . . . . . . . . . . . . . . 19% The share of Sindh is further sub-allocated in the following ratio: Urban Areas, Karachi, Hyderabad & Sukhar . . . …........40% Rural Areas i.e. the rest of Sindh excluding Karachi, Hyderabad

& Sukhar……………………………………60% K.P.K . . . . . . . . . . . . . . . . .…………………………….11.5% Baluchistan . . . . . . . . . . ………………………………..3.5% Northern Areas & Federally Administrated Tribal Areas . .4% Azad Kashmir . . . . . . . . ………………………………… 2% Women Quota……10% of each Provincial / Regional Quota

a) Pre Service Training: i. Common Training Program (CTP) for CSS Probationers

Civil Services Academy Lahore, provides pre-service training to Grade 17 officer appointed as probationers to the Central Superior Services.

ii. Specialized training Program (STP): The CSA also holds a 20 weeks specialized training program for DMG probationers

b) In-Service Training: i) Secretariat Training Institute (STI): STI provides both probationary and in-service training

to the directly recruited and promoted section officers of the Federal Government

ii) Pakistan Provincial Services Academy (PPSA): PPSA, Peshawar was established to impart pre-service

training to the probationary officers of the Provincial Civil Service cadre

iii) National Institute of Public Administration NMI administers two 16 weeks advanced courses

annually in Administration and Development, to officers of the Federal and Provincial Governments at middle-management levels up to the level of Deputy Secretary or equivalent.

iv) Pakistan Academy for Rural Development (PARD), Peshawar:

PARD arranges in-service training on selected topics/issues for Federal and Provincial Government Officers.

v) National Defense University (NDU): NDU provides a few seats to civil service officers of BS- 20

for training vi) National Management College (NMC) formerly Pakistan

Administrative Staff College (PASC): NMC is an in-service institution catering exclusively to the

training of senior officers of BS-20 drawn from all the civil services.

Training of “selected personnel” is arranged by the respective Ministries/ Divisions through their own foreign courses or by EAD (Employment Authorization Document) through technical assistance programs abroad.

Capacity Building project financed by the World Bank, officers in BS 17-19 are sent under Professional Development Program for obtaining Master’s degrees and senior officers in BS-20-21 attend the Kennedy School at Harvard under Executive Development Program.

Promotions in the bureaucracy are based on a combination of seniority and merit. The Central Selection Board makes promotions to “selection posts”

Promotions are generally based on four criteria: minimum length of active service; an unblemished disciplinary record; the required threshold in performance evaluation reports (PERs); and successful completion of the mandatory training course.

Compensation is given according to the basic pay scale for every grade.

Basic Pay Grade

Basic Pay Scale rupees/month

1983

 Basic Pay Scale rupees/month

2005Comparable

Posts

1 440-10-6402150-65-4100

Peon, Mali,

2 460-12-7002200-75-4450

Record Sorter

3 480-14-7602275-85-4825

Machine Operator

4 500-16-8202345-100-5345

Staff Car Driver

5 500-16-8202415-115-5865 Lower Division

Clerk

6 540-20-9402485-125-6325

Clerk

7 560-23-10202555-140-6755 Upper Division

Clerk

8 590-26-11102655-150-7155

Typist

9 620-29-12002770-165-7720

Steno typist

10 660-32-13002865-185-8415

Senior Steno typist

11 700-35-1400 2980-200-8980 Assistant

12 750-40-1550 3155-225-9905 Assistant-in-charge

13 800-45-1700 3365-245-10715 Assistant-in-charge

14 850-50-1850 3565-275-11815 Stenographer

15 900-55-2000 3780-305-12930 Senior Stenographer

16 1050-80-2250 4375-340-14575 Superintendent

17 1600-120-3040 7140-535-17840 Entry level Officer

18 2100-150-3600 9355-675-22855 Section Officer

19 3200-160-4480 14260-705-28360 Deputy Secretary

20 3800-180-5240 16915-1095-32245 Joint Secretary

21 4200-225-6000 18750-1230-35970 Additional Secretary

22 4500-250-6500 20055-1440-40215 Secretary

Existing Basic Pay Grade

Proposed Basic Pay Grade Basic Pay Scale rupees/month

1&2 1 4,820 -360-10,220

3&4 2 5080-480-12,280

5&6 3 5,400 -600-14,400

7&8 4 5,720 -720-16,520

9&10 5 6,180 -800-19,380

11&12 6 6,650 -1,100-23,150

13&14 7 7,620 -1,300-27,020

15 8 8,440 -1,360-28,840

16 9 8,800 -1,600-32,800

17 10 40,180 -2,500-15,180

18&19 11 19,900 -4,250-62,400

20 12 35,980 -5,000-70,980

21 13 39,880 -5,540-79,360

22 14 42,660 -6,560-88,580

Pakistan inherited a strong civil service from British Rule. It exercised an extraordinary degree of control over the policy-

making process Bhutto came into rule in 1971 with aim of restructuring

political system. He and his lieutenants distrusted the civil service constituent,

especially the elite Civil Service of Pakistan (CSP). Ist reforms were made in Civil Service by Bhutto in 1973.

Placement of civil service under the political executive’s control. Dismissal of 1,300 civil servants Removal of constitutionally guaranteed protections of employment that had previously shielded the bureaucracy from political interference. Service distinctions were terminated; and all civil service cadres were labeled “occupational groups”. The rank hierarchy that divided civil servants into four classes was replaced by a system of 22 national pay grades known as Basic Pay Scales (BPS) A new system of Common Training Program (CTP) was introduced and all of these occupational groups were required to go through a mandatory combined training at Civil Services Academy (CSA), Lahore. Opened up the DMG, Customs and Foreign Service cadres to women.

ADMINISTRATIVE REFORMS, 1973

The task was performed by National Commission of Government Reforms (NCGR) under the chairmanship of Dr. Ishrat Hussain. It stated that four CSS cadres i.e., Pakistan Railway Service, Pakistan Postal Service, Commerce and Trade Group, and the Information Service of Pakistan, should be axed. Postal and Railway Service should be made autonomous commercial bodies, with Information Service be suspended till further notice.

In public perceptions, the country’s 2.4 million civil servants are widely seen as unresponsive and corrupt, and bureaucratic procedures cumbersome and exploitative.

General Pervez Musharraf’s eight-year military rule left behind a demoralised and inefficient bureaucracy that was used to ensure regime survival.

There was a dramatic rise in military encroachments as retired generals were appointed to key civil posts.

The military regime’s poorly conceived devolution of power led to further administrative confusion and the breakdown of service delivery at the district level.

The decision to vest revenue and law and order functions in nazims (mayors), led to greater collusion between unscrupulous district officials and corrupt police.

Both (PPP) and (PML-N) needed to enhance the bureaucracy’s ability to execute government policies and respond to public grievances and needs

Enhance civil service performance and revive a spirit of public service Eliminate military interference Enhance the functioning of federal and provincial secretariats Institute effective accountability over the civil bureaucracy Promote fairness and eliminate opportunities for political manipulation at all levels of

the civil administration The recommendations of the National Commission on Government Reforms (NCGR),

if properly implemented could help reform the civil service Improve land administration and local governance Modernize civil service systems and processes and enhance inter-agency coordination

through e-governance technology Improve police functioning Mainstream FATA’s bureaucracy Prioritise reforms that transform this key institution into a leaner, more effective and

accountable body

One of the weak areas in public sector organization is inadequate capacity at the operational and middle level to execute public policies, projects and programmes.

"Capability' is to perform the specific assigned task effectively and efficiently on a continuous basis. This comprises a complete set of human skills, equipment, tools, procedures, rules, regulation, which work in unison to achieve goals.