Download presentation
Presentation is loading. Please wait.
Published byAmy Flowers Modified over 9 years ago
1
PIA 2501 HRD: Training and Education for Development
2
The “Chicken and Egg” Question Human Resource Development versus Economic and Social Change Which comes first?
3
Thus the Issue: (Since 1976)
4
Which Comes First? The Administrative Challenge/capacity It is very hard to change public sector structures or NGO focus NGOs are easier but It takes five years to educate a manager
6
Human Resource Development Recruitment Discipline/Termination Motivation Education and Training
7
Of these Recruitment The Only Game in Town
8
Recruitment: Three Models Patronage and Political Appointments vs. Representation vs. Education (merit) Recruitment By what standards?
10
Recruitment Representation vs. merit Problem of the visible positions and the use of language Professional Services: foreign service, military, police, technical- professional cadres each represent a separate set of issues
11
The Debate
12
Representation “Representative Bureaucracy” Affirmative Action Ethnic Arithmetic “Africanization” or Malaysianization”
13
The Transformation Affirmative Action and the Representation Model Active vs. Passive change Inducements to move people to the private sector Contracting Out as an inducement model
14
Recruitment: Representation-merit vs. representation, continued There are both political and economic demands made during and after a transition
15
Recruitment Political, Merit and Representation Issues are all legitimate The key issue: Can bureaucratic structures be used to promote socio- economic change and if so how should they be trained What is the legitimate role for political set aside jobs (Schedule Two in U.S.)
16
Patronage, But…
17
HRD: The Transformation (1) Issues of discipline, termination The life sinecure and problems of dead wood (2) The role of participation in the HRD Development process: Self-discipline Public and private sector professional associations, political parties, and trade unions Grass Roots and Bottom Up Planning 3) The public vs. the NGO and the private sectors: who wins the HRD struggle?
18
Shift of Focus
19
HRD: The Transformation Motivation: Theory x vs. Theory y
20
Motivation Theory X: Basic Needs: Money Time in Motion Frederick Taylor, Taylorism and Scientific Management
21
Frederick W. Taylor and the Hawthorne Factory Floor
22
Motivation Theory Y Hawthorne Experiments- Chicago Need to feel Human and part of social system Consulting, Sensitivity Training, “Suggestion Boxes”
23
Maslov’s Hierarchy of Needs (Theory z) First Level: Survival Needs--poverty culture and political uncertainty- Violation of the social contract Second level: Non-economic motivations- Social and egocentric Third Level: Self-actualization Ego- highest level
24
Maslow’s Hierarchy of Needs Abraham Maslow The Full Hierarchy
25
HRD Focus: Training vs. Education Education: Pre-Service Basic Education Higher Education Training: In-Service
27
Higher Education: The Great Faith Leap
28
Training vs. Education Pedagogy- Childhood Learning Andragogy- Adult Centered Learning as Training Knowledge vs. Skills
29
Differences: Child to Adult
30
Terms Human Resource Development Social Development Health Education Communities and Networks
32
Terms Management Development Long term disjointed learning process Individual absorbs education and training through out his/her career Overseas, University Education and Training Courses
33
Professional Education Models Public Management and Non-Profit Management follow Business School Models
34
Terms Management Education Classroom orient education Focus on cognitive learning and knowledge acquisition Not immediately applicable
36
Terms Management Training Skills oriented Job-Specific and organizationally related Aimed at increasing individual’s ability to do his or her job
38
Training Methods Designer Training vs. Off the shelf Facilitator vs. Trainer Participatory vs. Lectures
40
Approaches to Training Formal Training Lectures Case Studies Simulation
42
Approaches to Training On-the job Training Coaching Mentoring Job Rotation
44
Learning Cycle Concrete Experiences Observation And Reflection Active Experimentation Abstract Generalization
45
On-the Job Behavioral Influences Physical -climate -office -Food Personal Characteristics -Intelligence -Culture Biological, etc Environmental And Interpersonal -Colleagues -Superiors -Subordinates, etc. Behavior Characteristics Social -Educational -Ideology -Social and Religious Norms
46
Approaches to Training Action Training/Organizational Development (OD) Field Analysis Process Observation Problem Diagnosis
47
Field Agents and Training
48
Approaches to Training Non-Formal Training Support Groups Professional Associations Study Circles Travel and site Visits
49
Sources of Training International Institutes and Universities Local Universities Government Institutes Private Institutes Regional Institutes/Third Country Training
51
Graduate School of Public and International Affairs
52
Problems International Boondoggles Local Universities- Educate rather than train The NIPA (National Institute of Public Administration) Problem- Dead End
54
Problems Bridging Training- Limited Nuts and Bolts and Tunnel Vision Paper Collection Bounded Knowledge
56
The Transformation Human Resource development planning: The Importance of a BASE LINE planning Rule of Thumb: The Wider the target the less precise the planning
57
Base Line Planning Macro-planning- Country Wide Sectoral Planning-single sector, eg. agriculture Functional Planning- engineers Sub-national Planning- local level Institutional planning or organizational- single unit Skills analysis- focus on individual
58
Human Resource Development Project vs. program management planning Implementation, institutional capacity and assessment Focus of HRD Efforts
59
Human Resource Development, Development Management, Planning and Policy The Focus of Education Public administration vs. development administration Potential for development administration The role of NGOs and PVOs social movements, unions and cooperatives
60
Problems Expatriate Consultants- Lack Knowledge All trainers- Rote Training, Off the Shelf Ethnocentric Skills (U.S. or U.K.) dominate Francophone or Spanish- Secondary
61
Human Resource Development: Who Pays International Involvement: Scholarships, Training, Institutional Development Part of Donor Activities: Technical Assistance and Training
62
Books of the Week Albert Memmi, Colonizer, Colonized Daniel Bergner, In the Land of Magic Soldiers
63
Albert Memmi and Daniel Bergner
64
Oprah’s Book of the Week? Discussion of Books
65
PIA 2501 TEN MINUTE BREAK
66
Supplementary Material HRD/Training
67
Education and Training: Knowledge Base The problem of: bounded knowledge no short cuts to education The key to the short-term experience: designer training Organizational Development Public Sector Higher Education System
68
Temptations of “Bridging” Training Short 3-6 Week Training Program, in-country or overseas Can substitute for the Experience of a University Education Training best focused on skills not complex systems and knowledge
69
Temptations of “Bridging” Training Extent to which the administrative culture reflects a high degree of paternalism One needs flexible people, with flexible minds
70
Temptations of Bridging Training The new administrators in Transitional states First vs. second generation: The bridging generation can block the next generations
71
Problem of Bounded Knowledge The Concept Need for gradual retirement of existing Administrators and a staggered bridge
72
Problem of Bounded Knowledge The time factor Professional and technical skills and "the art of management" Administrative culture Issue of debate and discussion within the public service (problem of conformity) Criticism of tunnel vision Mentality of the old nuts and bolts mechanisms within the context of a centralized state
73
Education and Training: Education: Entry Requirements The MPA style degree? The role of University programs
74
Education and Training The Prospects and Limits of training: Problems of management skills Basic Techniques and Processes (e.g. Computers and Quantitative Skills) How much Consciousness Raising? Development Management vs. Management Development The debate over Human Resource Development Chicken and Egg Redux
75
Education and Training: Education in Public Management, Personnel, Financial Management, Management Information Systems ( Masters Degree as a Professional Degree ) Public Policy Analysis and Issue Areas Public Administration Political Institutions and Processes Macro and Micro Economics Development Policy and Management (NGOs)
76
Training and Education The role of overseas training and education: Problems of technical assistance Role of donors and the policy process Donor provision of planners and administrators The attractiveness of Bridging Training The Brain Drain Issue
77
Human Resource Development Background The Problem Nature of the “promote socio-economic change bureaucracy” Can it? Legacy: The nature of the stratified Civil Service Segregated or class based systems Elitist Generalist, legal or technical Extractive? Law and Order
78
Human Resource Development Role of the state in economic development Nature of the mixed economy Management of public corporations Role of regulation trust busting Reputation of the African economic model Asian, European and Latin American comparisons (South Africa as a NIC)
79
The Transformation Management Systems: Definitions and Types Routine administration Praetorian administration Scaffolding Administration Development mobilization Administration non-routine
80
Human Resource Development, Development Management, Planning and Policy The nature of the state decision- making process: planning (and = Planning vs. budgets) Privatization--administration and contracts Deconcentration vs devolution national vs. local National Regional Local
81
Human Resource Development- Issue Institutional Development, The Weberian model- Fit of existing institutions for development Mass of Regulations, routines and the hierarchy: SOPs Absence of judgment, discretion and creativity How suitable for Development
82
Human Resource Development Background The civil service "spirit”; problems of morale Pattern of indigenization, localization and equal access Replacement of long service, old regime or expatriates with inexperienced, untrained, often "clerical" assistants or politicos with no professional skills
83
Human Resource Development Background The civil service "spirit”; problems of morale Role of the graduates Issue of equating authority with age Experience vs. the young's feeling of blockage from rapid promotion next generation of University
84
Sensitivity to Expatriates Sensitivity to continuing influence of foreign “expatriates” in technical assistance and international organizations Symbols of Colonialism or Dependence Expatriate mentality and tendency to outside of the formal chain of command
85
Human Resource Development Background Issues Negative image of Government Administration Need to shift from law and order administration to development values Willingness to accept non-governmental and civil society organizations Question: Use of bureaucracy development to mobilize people for economic change and provide for socio-activist, "organic" civil service, not a hierarchical, mechanistic one?
Similar presentations
© 2025 SlidePlayer.com. Inc.
All rights reserved.