- •Public Administration And Public Policy
- •Contents
- •Acknowledgments
- •About The Authors
- •Comments On Purpose and Methods
- •Contents
- •1.1 Introduction
- •1.2 Culture
- •1.3 Colonial Legacies
- •1.3.1 British Colonial Legacy
- •1.3.2 Latin Legacy
- •1.3.3 American Legacy
- •1.4 Decentralization
- •1.5 Ethics
- •1.5.1 Types of Corruption
- •1.5.2 Ethics Management
- •1.6 Performance Management
- •1.6.2 Structural Changes
- •1.6.3 New Public Management
- •1.7 Civil Service
- •1.7.1 Size
- •1.7.2 Recruitment and Selection
- •1.7.3 Pay and Performance
- •1.7.4 Training
- •1.8 Conclusion
- •Contents
- •2.1 Introduction
- •2.2 Historical Developments and Legacies
- •2.2.1.1 First Legacy: The Tradition of King as Leader
- •2.2.1.2 Second Legacy: A Tradition of Authoritarian Rule, Centralization, and Big Government
- •2.2.1.3 Third Legacy: Traditions of Hierarchy and Clientelism
- •2.2.1.4 Fourth Legacy: A Tradition of Reconciliation
- •2.2.2.1 First Legacy: The Tradition of Bureaucratic Elites as a Privileged Group
- •2.2.2.2 Second Legacy: A Tradition of Authoritarian Rule, Centralization, and Big Government
- •2.2.2.3 Third Legacy: The Practice of Staging Military Coups
- •2.2.2.4 Fourth Legacy: A Tradition for Military Elites to be Loyal to the King
- •2.2.3.1 First Legacy: Elected Politicians as the New Political Boss
- •2.2.3.2 Second Legacy: Frequent and Unpredictable Changes of Political Bosses
- •2.2.3.3 Third Legacy: Politicians from the Provinces Becoming Bosses
- •2.2.3.4 Fourth Legacy: The Problem with the Credibility of Politicians
- •2.2.4.1 First Emerging Legacy: Big Businessmen in Power
- •2.2.4.2 Second Emerging Legacy: Super CEO Authoritarian Rule, Centralization, and Big Government
- •2.2.4.3 Third Emerging Legacy: Government must Serve Big Business Interests
- •2.2.5.1 Emerging Legacy: The Clash between Governance Values and Thai Realities
- •2.2.5.2 Traits of Governmental Culture Produced by the Five Masters
- •2.3 Uniqueness of the Thai Political Context
- •2.4 Conclusion
- •References
- •Appendix A
- •Contents
- •3.1 Thailand Administrative Structure
- •3.2 History of Decentralization in Thailand
- •3.2.1 Thailand as a Centralized State
- •3.2.2 Towards Decentralization
- •3.3 The Politics of Decentralization in Thailand
- •3.3.2 Shrinking Political Power of the Military and Bureaucracy
- •3.4 Drafting the TAO Law 199421
- •3.5 Impacts of the Decentralization Reform on Local Government in Thailand: Ongoing Challenges
- •3.5.1 Strong Executive System
- •3.5.2 Thai Local Political System
- •3.5.3 Fiscal Decentralization
- •3.5.4 Transferred Responsibilities
- •3.5.5 Limited Spending on Personnel
- •3.5.6 New Local Government Personnel System
- •3.6 Local Governments Reaching Out to Local Community
- •3.7 Conclusion
- •References
- •Contents
- •4.1 Introduction
- •4.2 Corruption: General Situation in Thailand
- •4.2.1 Transparency International and its Corruption Perception Index
- •4.2.2 Types of Corruption
- •4.3 A Deeper Look at Corruption in Thailand
- •4.3.1 Vanishing Moral Lessons
- •4.3.4 High Premium on Political Stability
- •4.4 Existing State Mechanisms to Fight Corruption
- •4.4.2 Constraints and Limitations of Public Agencies
- •4.6 Conclusion
- •References
- •Contents
- •5.1 Introduction
- •5.2 History of Performance Management
- •5.2.1 National Economic and Social Development Plans
- •5.2.2 Master Plan of Government Administrative Reform
- •5.3 Performance Management Reform: A Move Toward High Performance Organizations
- •5.3.1 Organization Restructuring to Increase Autonomy
- •5.3.2 Process Improvement through Information Technology
- •5.3.3 Knowledge Management Toward Learning Organizations
- •5.3.4 Performance Agreement
- •5.3.5 Challenges and Lessons Learned
- •5.3.5.1 Organizational Restructuring
- •5.3.5.2 Process Improvement through Information Technology
- •5.3.5.3 Knowledge Management
- •5.3.5.4 Performance Agreement
- •5.4.4 Outcome of Budgeting Reform: The Budget Process in Thailand
- •5.4.5 Conclusion
- •5.5 Conclusion
- •References
- •Contents
- •6.1.1 Civil Service Personnel
- •6.1.2 Development of the Civil Service Human Resource System
- •6.1.3 Problems of Civil Service Human Resource
- •6.2 Recruitment and Selection
- •6.2.1 Main Feature
- •6.2.2 Challenges of Recruitment and Selection
- •6.3.1 Main Feature
- •6.4.1 Main Feature
- •6.4.2 Salary Management
- •6.4.2.2 Performance Management and Salary Increase
- •6.4.3 Position Allowance
- •6.4.5 National Compensation Committee
- •6.4.6 Retirement and Pension
- •6.4.7 Challenges in Compensation
- •6.5 Training and Development
- •6.5.1 Main Feature
- •6.5.2 Challenges of Training and Development in the Civil Service
- •6.6 Discipline and Merit Protection
- •6.6.1 Main Feature
- •6.6.2 Challenges of Discipline
- •6.7 Conclusion
- •References
- •English References
- •Contents
- •7.1 Introduction
- •7.2 Setting and Context
- •7.3 Malayan Union and the Birth of the United Malays National Organization
- •7.4 Post Independence, New Economic Policy, and Malay Dominance
- •7.5 Centralization of Executive Powers under Mahathir
- •7.6 Administrative Values
- •7.6.1 Close Ties with the Political Party
- •7.6.2 Laws that Promote Secrecy, Continuing Concerns with Corruption
- •7.6.3 Politics over Performance
- •7.6.4 Increasing Islamization of the Civil Service
- •7.7 Ethnic Politics and Reforms
- •7.8 Conclusion
- •References
- •Contents
- •8.1 Introduction
- •8.2 System of Government in Malaysia
- •8.5 Community Relations and Emerging Recentralization
- •8.6 Process Toward Recentralization and Weakening Decentralization
- •8.7 Reinforcing Centralization
- •8.8 Restructuring and Impact on Decentralization
- •8.9 Where to Decentralization?
- •8.10 Conclusion
- •References
- •Contents
- •9.1 Introduction
- •9.2 Ethics and Corruption in Malaysia: General Observations
- •9.2.1 Factors of Corruption
- •9.3 Recent Corruption Scandals
- •9.3.1 Cases Involving Bureaucrats and Executives
- •9.3.2 Procurement Issues
- •9.4 Efforts to Address Corruption and Instill Ethics
- •9.4.1.1 Educational Strategy
- •9.4.1.2 Preventive Strategy
- •9.4.1.3 Punitive Strategy
- •9.4.2 Public Accounts Committee and Public Complaints Bureau
- •9.5 Other Efforts
- •9.6 Assessment and Recommendations
- •9.7 Conclusions
- •References
- •Contents
- •10.1 History of Performance Management in the Administrative System
- •10.1.1 Policy Frameworks
- •10.1.2 Organizational Structures
- •10.1.2.1 Values and Work Ethic
- •10.1.2.2 Administrative Devices
- •10.1.2.3 Performance, Financial, and Budgetary Reporting
- •10.2 Performance Management Reforms in the Past Ten Years
- •10.2.1 Electronic Government
- •10.2.2 Public Service Delivery System
- •10.2.3 Other Management Reforms
- •10.3 Assessment of Performance Management Reforms
- •10.4 Analysis and Recommendations
- •10.5 Conclusion
- •References
- •Contents
- •11.1 Introduction
- •11.2 Malaysian Civil Service
- •11.2.1 Public Service Department
- •11.2.2 Public Service Commission
- •11.2.3 Recruitment and Selection
- •11.2.4 Malaysian Administrative Modernization and Management Planning Unit
- •11.2.5 Administrative and Diplomatic Service
- •11.4 Civil Service Pension Scheme
- •11.5 Civil Service Neutrality
- •11.6 Civil Service Culture
- •11.7 Reform in the Malaysian Civil Service
- •11.8 Conclusion
- •References
- •Contents
- •12.1 Introduction
- •12.2.1 Context and Driving Force of Development
- •12.2.2 Major Institutional Development
- •12.3.1 Context and Driving Force of Development
- •12.3.2 Major Institutional Development
- •12.4.1 Context and Driving Force of Development
- •12.4.2 Major Institutional Development
- •12.5.1 Context and Driving Force of Development
- •12.5.2 Major Institutional Development
- •12.6.1 Context and Driving Force of Development
- •12.6.2 Major Institutional Development
- •12.7 Public Administration and Society
- •12.7.1 Public Accountability and Participation
- •12.7.2 Administrative Values
- •12.8 Societal and Political Challenge over Bureaucratic Dominance
- •12.9 Conclusion
- •References
- •Contents
- •13.1 Introduction
- •13.3 Constitutional Framework of the Basic Law
- •13.4 Changing Relations between the Central Authorities and the Hong Kong Special Administrative Region
- •13.4.1 Constitutional Dimension
- •13.4.1.1 Contending Interpretations over the Basic Law
- •13.4.1.3 New Constitutional Order in the Making
- •13.4.2 Political Dimension
- •13.4.2.3 Contention over Political Reform
- •13.4.3 The Economic Dimension
- •13.4.3.1 Expanding Intergovernmental Links
- •13.4.3.2 Fostering Closer Economic Partnership and Financial Relations
- •13.4.3.3 Seeking Cooperation and Coordination in Regional and National Development
- •13.4.4 External Dimension
- •13.5 Challenges and Prospects in the Relations between the Central Government and the Hong Kong Special Administrative Region
- •References
- •Contents
- •14.1 Honesty, Integrity, and Adherence to the Law
- •14.2 Accountability, Openness, and Political Neutrality
- •14.2.1 Accountability
- •14.2.2 Openness
- •14.2.3 Political Neutrality
- •14.3 Impartiality and Service to the Community
- •14.4 Conclusions
- •References
- •Contents
- •15.1 Introduction
- •15.2 Brief Overview of Performance Management in Hong Kong
- •15.3.1 Measuring and Assessing Performance
- •15.3.2 Adoption of Performance Pledges
- •15.3.3 Linking Budget to Performance
- •15.3.4 Relating Rewards to Performance
- •15.4 Assessment of Outcomes of Performance Management Reforms
- •15.4.1 Are Departments Properly Measuring their Performance?
- •15.4.2 Are Budget Decisions Based on Performance Results?
- •15.4.5 Overall Evaluation
- •15.5 Measurability of Performance
- •15.6 Ownership of, and Responsibility for, Performance
- •15.7 The Politics of Performance
- •15.8 Conclusion
- •References
- •Contents
- •16.1 Introduction
- •16.2 Structure of the Public Sector
- •16.2.1 Core Government
- •16.2.2 Hybrid Agencies
- •16.2.4 Private Businesses that Deliver Public Services
- •16.3 Administrative Values
- •16.4 Politicians and Bureaucrats
- •16.5 Management Tools and their Reform
- •16.5.1 Selection
- •16.5.2 Performance Management
- •16.5.3 Compensation
- •16.6 Conclusion
- •References
- •Contents
- •17.1 Introduction
- •17.2 The Philippines: A Brief Background
- •17.4 Philippine Bureaucracy during the Spanish Colonial Regime
- •17.6 American Colonial Regime and the Philippine Commonwealth
- •17.8 Independence Period and the Establishment of the Institute of Public Administration
- •17.9 Administrative Values in the Philippines
- •17.11 Conclusions
- •References
- •Contents
- •18.1 Introduction
- •18.2 Toward a Genuine Local Autonomy and Decentralization in the Philippines
- •18.2.1 Evolution of Local Autonomy
- •18.2.2 Government Structure and the Local Government System
- •18.2.3 Devolution under the Local Government Code of 1991
- •18.2.4 Local Government Finance
- •18.2.5 Local Government Bureaucracy and Personnel
- •18.3 Review of the Local Government Code of 1991 and its Implementation
- •18.3.1 Gains and Successes of Decentralization
- •18.3.2 Assessing the Impact of Decentralization
- •18.3.2.1 Overall Policy Design
- •18.3.2.2 Administrative and Political Issues
- •18.3.2.2.1 Central and Sub-National Role in Devolution
- •18.3.2.2.3 High Budget for Personnel at the Local Level
- •18.3.2.2.4 Political Capture by the Elite
- •18.3.2.3 Fiscal Decentralization Issues
- •18.3.2.3.1 Macroeconomic Stability
- •18.3.2.3.2 Policy Design Issues of the Internal Revenue Allotment
- •18.3.2.3.4 Disruptive Effect of the Creation of New Local Government Units
- •18.3.2.3.5 Disparate Planning, Unhealthy Competition, and Corruption
- •18.4 Local Governance Reforms, Capacity Building, and Research Agenda
- •18.4.1 Financial Resources and Reforming the Internal Revenue Allotment
- •18.4.3 Government Functions and Powers
- •18.4.6 Local Government Performance Measurement
- •18.4.7 Capacity Building
- •18.4.8 People Participation
- •18.4.9 Political Concerns
- •18.4.10 Federalism
- •18.5 Conclusions and the Way Forward
- •References
- •Annexes
- •Contents
- •19.1 Introduction
- •19.2 Control
- •19.2.1 Laws that Break Up the Alignment of Forces to Minimize State Capture
- •19.2.2 Executive Measures that Optimize Deterrence
- •19.2.3 Initiatives that Close Regulatory Gaps
- •19.2.4 Collateral Measures on Electoral Reform
- •19.3 Guidance
- •19.3.1 Leadership that Casts a Wide Net over Corrupt Acts
- •19.3.2 Limiting Monopoly and Discretion to Constrain Abuse of Power
- •19.3.3 Participatory Appraisal that Increases Agency Resistance against Misconduct
- •19.3.4 Steps that Encourage Public Vigilance and the Growth of Civil Society Watchdogs
- •19.3.5 Decentralized Guidance that eases Log Jams in Centralized Decision Making
- •19.4 Management
- •19.5 Creating Virtuous Circles in Public Ethics and Accountability
- •19.6 Conclusion
- •References
- •Contents
- •20.1 Introduction
- •20.2 Problems and Challenges Facing Bureaucracy in the Philippines Today
- •20.3 Past Reform Initiatives of the Philippine Public Administrative System
- •20.4.1 Rebuilding Institutions and Improving Performance
- •20.4.1.1 Size and Effectiveness of the Bureaucracy
- •20.4.1.2 Privatization
- •20.4.1.3 Addressing Corruption
- •20.4.1.5 Improving Work Processes
- •20.4.2 Performance Management Initiatives for the New Millennium
- •20.4.2.1 Financial Management
- •20.4.2.2 New Government Accounting System
- •20.4.2.3 Public Expenditure Management
- •20.4.2.4 Procurement Reforms
- •20.4.3 Human Resource Management
- •20.4.3.1 Organizing for Performance
- •20.4.3.2 Performance Evaluation
- •20.4.3.3 Rationalizing the Bureaucracy
- •20.4.3.4 Public Sector Compensation
- •20.4.3.5 Quality Management Systems
- •20.4.3.6 Local Government Initiatives
- •20.5 Conclusion
- •References
- •Contents
- •21.1 Introduction
- •21.2 Country Development Context
- •21.3 Evolution and Current State of the Philippine Civil Service System
- •21.3.1 Beginnings of a Modern Civil Service
- •21.3.2 Inventory of Government Personnel
- •21.3.3 Recruitment and Selection
- •21.3.6 Training and Development
- •21.3.7 Incentive Structure in the Bureaucracy
- •21.3.8 Filipino Culture
- •21.3.9 Bureaucratic Values and Performance Culture
- •21.3.10 Grievance and Redress System
- •21.4 Development Performance of the Philippine Civil Service
- •21.5 Key Development Challenges
- •21.5.1 Corruption
- •21.6 Conclusion
- •References
- •Annexes
- •Contents
- •22.1 Introduction
- •22.2 History
- •22.3 Major Reform Measures since the Handover
- •22.4 Analysis of the Reform Roadmap
- •22.5 Conclusion
- •References
- •Contents
- •23.1 Decentralization, Autonomy, and Democracy
- •23.3.1 From Recession to Take Off
- •23.3.2 Politics of Growth
- •23.3.3 Government Inertia
- •23.4 Autonomy as Collective Identity
- •23.4.3 Social Group Dynamics
- •23.5 Conclusion
- •References
- •Contents
- •24.1 Introduction
- •24.2 Functions and Performance of the Commission Against Corruption of Macao
- •24.2.1 Functions
- •24.2.2 Guidelines on the Professional Ethics and Conduct of Public Servants
- •24.2.3 Performance
- •24.2.4 Structure
- •24.2.5 Personnel Establishment
- •24.3 New Challenges
- •24.3.1 The Case of Ao Man Long
- •24.3.2 Dilemma of Sunshine Law
- •24.4 Conclusion
- •References
- •Appendix A
- •Contents
- •25.1 Introduction
- •25.2 Theoretical Basis of the Reform
- •25.3 Historical Background
- •25.4 Problems in the Civil Service Culture
- •25.5 Systemic Problems
- •25.6 Performance Management Reform
- •25.6.1 Performance Pledges
- •25.6.2 Employee Performance Assessment
- •25.7 Results and Problems
- •25.7.1 Performance Pledge
- •25.7.2 Employee Performance Assessment
- •25.8 Conclusion and Future Development
- •References
- •Contents
- •26.1 Introduction
- •26.2 Civil Service System
- •26.2.1 Types of Civil Servants
- •26.2.2 Bureaucratic Structure
- •26.2.4 Personnel Management
- •26.4 Civil Service Reform
- •26.5 Conclusion
- •References
Civil Service System in the Philippines 453
Annexes
Annex 21.1 Administrative Map of the Philippines
© 2011 by Taylor and Francis Group, LLC
454 Public Administration in Southeast Asia
Annex 21.2 Salary Grading System and Month Rate
Salary Grade |
Equivalent in Pesos |
No. of Positions |
|
|
|
33 |
57,750 |
1 |
|
|
|
32 |
46,200–54,917 |
4 |
|
|
|
31 |
40,425–48,052 |
355 |
|
|
|
30 |
28,875–34,323 |
412 |
|
|
|
29 |
25,333–30,113 |
2,999 |
|
|
|
28 |
24,359–28,955 |
1,992 |
|
|
|
27 |
23,422–27,842 |
3,302 |
|
|
|
26 |
22,521–26,771 |
5,315 |
|
|
|
25 |
21,655–25,742 |
3,595 |
|
|
|
24 |
20,823–24,752 |
9,472 |
|
|
|
23 |
20,020–23,799 |
4,112 |
|
|
|
22 |
19,251–22,883 |
12,034 |
|
|
|
21 |
18,510–22,003 |
3,191 |
|
|
|
20 |
17,799–21,158 |
9,813 |
|
|
|
19 |
16,792–19,959 |
14,214 |
|
|
|
18 |
15,841–18,830 |
32,910 |
|
|
|
17 |
14,944–17,764 |
13,035 |
|
|
|
16 |
14,098–16,758 |
45,899 |
|
|
|
15 |
13,300–15,810 |
29,795 |
|
|
|
14 |
12,546–14,914 |
12,390 |
|
|
|
13 |
11,837–14,070 |
12,282 |
|
|
|
12 |
11,167–13,274 |
107,965 |
|
|
|
11 |
10,535–12,522 |
106,510 |
|
|
|
10 |
9,939–11,815 |
276,910 |
|
|
|
9 |
9,318–11,075 |
13,881 |
|
|
|
8 |
8,709–10,351 |
19,112 |
|
|
|
7 |
8,139–9,675 |
4,983 |
|
|
|
6 |
7,606–9,042 |
29,153 |
|
|
|
5 |
7,043–8,375 |
10,765 |
|
|
|
© 2011 by Taylor and Francis Group, LLC
|
|
Civil Service System in the Philippines 455 |
|||
Annex 21.2 (continued) |
Salary Grading System and Month Rate |
|
|
||
|
|
|
|
|
|
Salary Grade |
|
Equivalent in Pesos |
|
No. of Positions |
|
|
|
|
|
|
|
4 |
|
6,522–7,751 |
|
32,198 |
|
|
|
|
|
|
|
3 |
|
6,039–7,177 |
|
21,635 |
|
|
|
|
|
|
|
2 |
|
5,540–6,585 |
|
6,764 |
|
|
|
|
|
|
|
1 |
|
5,082–6,041 |
|
23,677 |
|
|
|
|
|
|
|
Source: DBM 2005. |
|
|
|
|
|
© 2011 by Taylor and Francis Group, LLC
456 Public Administration in Southeast Asia
Annex 21.3 Cultural Aspects of Philippine Society
Culture |
Manifestation |
|
|
Personalistic politics |
• Family, relatives, and friends |
|
• Kumpadres, kababayans, pradinos |
|
|
The ties that bind |
• Kaibigan, kumpadre, kababayan, kakilala (friend, |
|
countryman, someone you know) |
|
|
Personal approach to politics |
• Public officials seem to be approachable and sensitive |
|
• Kamayan (to shake hand) |
|
• Tapik (pat on the shoulder) |
|
• Haplos (to be stroked) |
|
• Akbay (put one arm to another’s shoulder) |
|
|
Lack of professionalism |
• Personalan (personal level) |
|
• Tampoham (hurt) |
|
• Hindindian ako (I was turned down) |
|
|
Perceive political utility of |
• Hiya or shame |
shame |
• Delicadeza |
|
|
|
|
Pakikisama (conformity to an |
• Pressure of demands |
individual or group) |
• Pleasure of fulfilling personal requests |
|
|
|
• Conformity to colleagues or superiors |
|
|
Utang the Loob (debt of |
• Payback of favors received (political, financial, etc.) |
gratitude) |
|
|
|
Power of personal connections |
• Dismissal of authority |
|
• Abuse of authority by virtue of personal connections |
|
|
Machismo |
• Dominance of male over females |
|
• “hindi kaya yan ng babae. Babae lang sya eh” |
|
|
Culture of dependence |
• Display of dependency and helplessness, especially the |
|
poor |
|
• Dependence on patron politicians |
|
• Dependence on the government |
|
|
Source: Based on Montiel, C., Philippine Political Culture: View from Inside the Halls of Power, Philippine Governance Forum, Quezon City, 2002.
© 2011 by Taylor and Francis Group, LLC
Annex 21.4 CSC Chairpersons and Their Respective Programs
Chairperson |
Program/Project |
Main Thrust |
|
|
|
Patricia Sto. Tomas |
• Walk-in and Dispersed Career |
• To improve the examination process and push for merit protection |
|
Service Examination |
and promotion |
|
• Posting and publication of vacant |
• To promote efficiency in allocation of resources and provision of |
|
positions |
equal opportunity |
|
• SWAP Work Assistance Program |
• To exchange post and items within government offices |
|
• Salary Standardization |
• To promote productivity and attract the best available pool of |
|
• Program for Evaluation of Resources |
applicants to work as civil servants |
|
|
|
|
Maximization in Training |
• To provide agencies with the power to develop their respective |
|
• The Panibagong Sigla 2000 |
training and human resources development plans |
|
|
|
|
• Pssst…Panibagong Sigla Ngayon at |
• To build a civil service system that is professional, highly motivated, |
|
efficient, innovative, and responsive to the clientele |
|
|
sa Susunod na mga Taon |
|
|
|
|
|
• Local Scholarship Program |
• To develop a feedback system that provides an avenue for the public |
|
to post comments on the quality of service in government agencies |
|
|
|
|
|
|
• To enhance the capabilities and value of public employees |
|
|
|
Corazon Alma de |
• Mamamayan Muna Hindi Mamaya |
• To reduce and eventually eliminate discourtesy, arrogance, and |
Leon |
Na |
inefficiency in public service |
|
• Brightest for the Bureaucracy |
• To attract the best talent and become part of the Philippine public |
|
Program |
service system |
|
• Computerized systems |
• To improve the efforts of the Civil Service Commission in upgrading |
|
• Breakthrough 21 |
the examination and hiring process and increase the connectivity |
|
within government agencies |
|
|
• Distance Learning Program (DLP) |
|
|
• To develop activities that will prepare HRM officers representing all |
|
|
• Unionization |
|
|
public instrumentalities |
|
|
|
|
|
• Awards Program |
• To provide access to training for public employees working in remote |
|
|
|
|
|
areas of the country |
|
|
|
|
|
(continued) |
457 Philippines the in System Service Civil
© 2011 by Taylor and Francis Group, LLC
Annex 21.4 (continued) |
CSC Chairpersons and Their Respective Programs |
||
|
|
|
|
Chairperson |
|
Program/Project |
Main Thrust |
|
|
|
|
|
|
|
• To push for the accreditation and recognition of unions in government |
|
|
|
agencies |
|
|
|
• To reward and recognize civil servants who have rendered exemplary |
|
|
|
service and served as a model to other employees |
|
|
|
|
Karina |
|
• Personnel Information Database |
• To create a database for storing and managing government personnel |
Constantino-David |
|
System |
information |
|
|
• PASADA |
• To measure the effectiveness and efficiency of government frontline |
|
|
• Gender and Development |
service |
|
|
|
|
|
|
• Performance Management System |
• To address the various gender needs and concerns of employees in |
|
|
the bureaucracy |
|
|
|
|
|
|
|
|
• To outline the process for work and financial planning, performance |
|
|
|
agreements, and monitoring and review of agreements |
|
|
|
|
Asia Southeast in Administration Public 458
© 2011 by Taylor and Francis Group, LLC
Civil Service System in the Philippines 459
Annex 21.5 Required Shift in Paradigm
|
|
Paradigm Shift |
|
|
|
|
|
Area of Concern |
From |
To |
|
|
|
|
|
1. |
Role of civil servants |
Follower/ |
Source of expertise and |
|
|
implementator |
institution memory |
|
|
|
|
2. |
Recruitment of civil servants |
Aptitudes/skills |
Service value orientation and |
|
|
|
integrity of character |
|
|
|
|
3. |
Role of third level officials |
Administration/ |
Visionaries/technocrats/experts |
|
|
managers |
|
|
|
|
|
4. Appointment and promotion |
Bias for managerial |
Competitive process/insulated |
|
|
to third level |
skills |
from politics; major |
|
|
|
considerations are: character, |
|
|
|
competence, and potential; |
|
|
|
competence encompasses |
|
|
|
managerial and technical skills |
|
|
|
|
5. |
Management styles |
Subservience to |
Participatory/consultative |
|
|
hierarchy/ |
|
|
|
authoritarian |
|
|
|
|
|
6. |
Operating perspective of the |
Regulation |
Assistance and service |
|
government |
|
|
|
|
|
|
7. |
Civil service relationship with |
Being an adjunct of |
Autonomy from the will of |
|
other branches of the |
other branches |
political game |
|
government |
|
|
|
|
|
|
Source: Civil Service Commission Strategic Plan for 2002–2005, Civil Service Commission, October 27, 2009. <www.csc.gov.ph/cscweb/CSCStratPlan.doc>, undated.
© 2011 by Taylor and Francis Group, LLC
MACAO
Newman M.K. Lam
Coordinator
V
© 2011 by Taylor and Francis Group, LLC