pms (provincial managemnet service ) as a career

7/25/2019 PMS (Provincial Managemnet Service ) as a CAREER

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Expectations & Challenges

Provincial Management Service

“Employment, Job and aCareer job”

Employment:

It is just the exchange oflabour and money

It can be as short as for

some hours.

Lesser competition and low

reward system

! job is something you

do as a matter of

routine to earn your

livelihood in whichyour Passion is not

involved .

Limited "#ill set and

relatively more$ompetition but

generic in nature

PMS as a career job *here are number of

career paths available

for a shining graduate

in Pa#istan but thereason for selecting

civil services is

diversity responsibility

associated power and

self esteem

P+" is not just

another job , its one of

the most coveted

career paths in Punjab

+ore the competition , +ore the

expectations )////0 applicants

/// appeared in

the written exam

/10 (ualified the

written part 2inally 1 of them

were selected means

almost 3 out of 3///

people Conclusion ?

Relation Between PersonalExpectations and Motivation

*he motivation of a wor#er

depends on his needs and

desires. *he #ey to

motivation is thesatisfaction of desires.

4nachieved personal

goals have the force to

motivate an individual.

If there are 5oexpectations , there exist

no motivation to deliver

contribute or move forward

orre a on e ween serv cedelivery and dissatisfaction

amon civil servants

"trong evidence of

deteriorating service

delivery in public sector

7e can see that if therational expectations of civil

servants are not met, they

result in general laxity and

inade(uate performance in

this sector.

8ur counterparts in the

private sector are better

off with good standard of

living. In view of this they

are not motivated to put in

their best.1

Personal Expectations !Meanin"

Personal expectations

are defined as the

underlying

assumptions which wehave about life.

7ith regard to P+"

these are the

legitimate reasonablepersonal benefits that

we expect from this

cadre9service

PersonalExpectations !

"ecurity Physical 9 Life

2inancial

2inancial support with regard

to establishing family

accommodation and other

facilities of life

7or#ing environment !mbiance of the offices

"eniors support

PersonalExpectations !

7or# life balance Late wor#ing hours must not become a

matter of routine

!nnual recreational vacations and wee#ly

holidays Prestige & esteem

<ignity and self respect by prevalence of

merit and full appreciation of ones effort

!ssigning important jobs

"ocial status to feel valued

*hrough rich traditions and customs of the

service li#e get-togethers and events

!c#nowledgement &rewards of ones

contributions

Protection against malpractices

! sense of ownership by the seniors 33

Professional #oal $ndExpectations

=ationale of >igh ?xpectations >igh competition

P+" as Prestigious "ervice Idealistic $oncept of the "ervice

Professional degree holders expects professional

career.

Provincial Exec%tive&ervice

!t par with the other service group 2ederal service group

'ood career progression

Professional 'evelopment

=igorous *raining

$areer 8rientation

;ob related courses ;ob related training

$apacity building

Professional $areer <evelopment through tailor

made courses.

Excl%sive &ervice

2ederal $adres ?xclusively for federal services

5o uniformity

<ifferent (uotas for the P+" service

Promotion Mec(anism

<elayed promotion +onotony of professional wor#

$areer progression *imely

Performance based

Merit Based Post)cc%pancy

Provincial +anagement "ervice =ules. P+" =ules /3

P+" posts exclusively for the P+" officers

Professional Career

@ualification Aased !ppointment ?ngineer against technical posts

<octors in health department +anagement sciences in finance department.

*nd%ction Policy

=egular Induction

=evision of "yllabi

Induction of 5ew "ubjects

*nteraction serviceplatform

Aetter interaction of the senior and juniors

+ore interactive environment. Pa# *ea >ouse

Post Retirement

"easoned officer are considered an asset 8pinion on Policy +a#ing

$areer 'uidance *hin# tan#s

Proposed Provincial +anagement

"ervices =eforms

)bjectives of Reforms

*o improve the capacity of the P+"

cadre to become responsive in

delivering basic public services to thecommon citiBens in an efficient

effective and e(uitable manner

*o attract retain motivate and develophigh (uality P+" 8fficers to improve

the functioning of the provincial

government.

+eed for Reforms

!bsence of a long term human resource

development policy

8fficers have become ris# averseindividuals who avoid ta#ing timely

decisions

!mbitious officers ta#e partisan positions =apid turnover and transfers at the

behest of the politicians in power.

+eed for Reforms

7idespread rent-see#ing activities

=eliance on anti(uated and outdated rules and

regulations

*urf fighting self preservation and adversarial

relationship between the 2ederal and the Provincial

"ervices

5o incentives for improving performance and

behavior.

olistic Reforms

=ecruitment and Induction

Post-Induction *raining

$areer Path Planning and Progression Performance +anagement

*raining and <evelopment

$ompensation and Aenefits <iscipline and $ode of ?thics

$adres and $omposition

=ecruitment and Induction

=eforms

8pen transparent merit-based recruitment

"tandards eligibility criteria assessment methods

and selection procedures should be rigorous

"trengthening the capacity of the PP"$

$omprehensive Psychological !ssessment

Participation in job fairs and presentations to the

potential candidates in the educational institutions

by PP"$.

Post Induction *raining

=eforms

!n autonomous dedicated institute for

training Provincial +anagement

"ervices 8fficers Increased scope length and breadth

of training

=esults oriented training Provision of ade(uate infrastructure

and facilities for training.

$areer Path Planning and

Progression

?(uality of opportunity should be provided

for career progression and appointment to

senior managerial positions to all services. $areer progression should be based on

performance on the job training outcomes

and s#ill upgradation and demonstration of

potential. Promotions and progression should be at

par with the 2ederal $ivil "ervices.

*raining and <evelopment

=eforms

*raining institutions should be mandated to develop

the capacity for policy research

4tiliBe the academic institutions and non-

government training institutions to augment trainingresources

>iring full-time faculty members in #ey areas of

expertise at +P<<.

"pecialiBed and professional training should begiven e(ual weight as managerial training

8pportunities for training at 2oreign Institutes for

those who manage to secure admission.

$ompensation and Aenefits

=eforms

! living wage and compensation

pac#age including decent retirement

and other welfare benefits should bemade available.

<iscipline and $ode of ?thics

=eforms

? & < =ules should be revised to allow

officers to ta#e initiative solve

problems and be held accountable forresults rather than to go through the

rituals and processes.

P+" 8fficers !ssociation shouldformulate a $ode of $onduct and ta#e

notice of its violations.

$adre and $omposition

=eforms

! separate cadre for P+" 8fficers who

are promoted from ministerial staff

superintendents etc. Provincial ?xecutive "ervice should be

constituted on the lines of the 5ational

?xecutive "ervice to be open to theofficers of P+".

Implementation of %/C (uota in

2 d l " i

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