Abstract
Two main forces have shaped reform in civil service administration: (a) new public management, and (b) good governance. Public administration, in classical weberian context, encompasses organization, processes, and individuals tasked with accomplishing legislated objectives, in accordance with laws and rules. New public management (NPM), on the other hand, is global reform movement that redefines the relationship between government and society. Good governance has emerged as the new paradigm in public administration, replacing the old one developed by Weber. Such a paradigm involves the cooperation of three actors: (a) government; (b) civil society; and (c) business. NPM calls upon governments to focus on achieving results rather than primarily conform to procedures; and adopt market-like competition, innovations, and entrepreneurial strategies (Osborne and Gaebler, 1993). Good governance entails sound public sector management (efficiency, effectiveness, and economy) accountability, free flow and exchange of information (transparency), and a legal framework for development (justice, respect for human rights, and liberties) (The World Bank, 1993b). It “means creating an effective political framework conducive to private economic action: stable regimes, the rule of law, and efficient state administration adapted to the roles that government can actually perform, and a strong civil society independent of the state” (Hirst, 2000). Table 1 highlights some of the unique characteristics of each one of the three main approaches: Regardless of the approach, the role of civil servants (or human resources in the bureaucracy) is very important and indispensable. The bureaucracy is a key actor in government processes. It enables accomplishment of goals, targets, or missions that are to be achieved by the nation for the prosperity and wellbeing of its people. Therefore, the role of the bureaucracy, or civil servants, in the development of good governance is a crucial factor, especially in the era of globalization.
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