Public Personnel Administration (PPA) is a traditional subfield of Public Administration that deals with the recruitment, selection, development and management of human resources in government organizations. PPA has evolved over time from a focus on personnel management to human resource management. Developments in PPA, such as reforms to the US civil service system, helped inspire early theories in Public Administration. Effective PPA principles like competence, integrity and transparency are important for good governance and achieving sustainable development goals.
Public personnel administration involves managing the workforce of public organizations and balancing competing societal values. It includes acquiring, developing, utilizing, and compensating employees, as well as handling grievances and ensuring retention. Public personnel administrators consider responsiveness to political interests but also value efficiency, individual rights, and social equity when making employment decisions.
The document outlines the evolution of paradigms in public administration from 1900 to the present. It discusses 8 paradigms from the Politics/Administration Dichotomy to the current paradigm of Governance. Key paradigms included Development Administration in the 1950s-1960s, New Public Administration in the 1960s-1970s, New Public Management in the 1980s-1990s, and a shift from Government to Governance from the 1990s to present. The document also provides context on these paradigms in the Philippines and discusses trends in good governance, e-governance, and the history of administrations in the Philippines from Marcos to Arroyo.
1) In the 1830s, Alexis de Tocqueville observed the phenomenon of individualism in America, which he contrasted with the egoism he saw in Europe.
2) The progressive movement led to reforms like the Pendleton Act in 1883, which professionalized the civil service through a merit-based hiring system.
3) There have been various attempts to define public administration, with scholars focusing on elements like its role in policymaking, fiscal administration, and organization and management of government. Its relationship to political science has also been an ongoing topic of discussion.
This document discusses different types of administrative accountability in public administration:
1. Traditional accountability focuses on compliance with legal and administrative rules, with accountability to superiors and external controllers.
2. Managerial accountability emphasizes efficiency and economy, encouraging cost reduction. It holds administrators accountable for efficient operations.
3. Program accountability assesses whether programs achieve intended objectives effectively and economically. It examines comprehensive performance using standards of effectiveness, efficiency and economy.
4. Process accountability emphasizes agreed upon procedures and methods rather than direct outcomes. It involves providers and recipients agreeing to processes in advance and holding each other accountable to the agreement.
Current Issues in Public Personnel AdministrationJaypeeRojas
The document discusses several current issues and challenges facing public administration. It examines whether public administration should be universal or adapted to each environment, and how principles may need to be applied differently in various contexts. Some key policy issues mentioned include welfare, economic issues, labor, and resource policy. Organization issues involve areas like planning, coordination, decision-making, and addressing negative bureaucracy. Additional significant challenges include powerful interest groups, demands from a changing society, and ongoing issues requiring new solutions.
The document discusses several new paradigms that have emerged in public administration, including the New Public Administration, Reinventing Government, and the New Public Management. The New Public Administration in the 1960s-70s emphasized values, ethics, and social issues rather than traditional efficiency and effectiveness. Reinventing Government in the 1990s called for more flexible, entrepreneurial government that empowers citizens. The New Public Management applies private sector management techniques to public administration by focusing on results, customers, and competition.
This document provides an overview of public administration in the Philippines. It discusses that there is a Philippine public administration as it addresses specific sectoral concerns and is a field of study. It also exists considering the role of the bureaucracy in Philippine governance. The key institutions of the Philippine Administrative System are also outlined, including the executive, legislative, and judicial branches at the national and local levels. The relationships between different administrative units are described. The budget cycle and process in the Philippines is also summarized.
The document discusses the meaning and evolution of "public" in public administration and argues that voluntary sector management falls within the scope of public administration. It defines three meanings of "public" - as government organizations, as providers of public goods and services, and as governance for the public interest. All organizations exist on a continuum of publicness and privateness. Voluntary sector organizations, while not governmental, still aim to serve the public interest and provide public goods, placing their management within the domain of public administration.
Public personnel administration involves managing the workforce of public organizations and balancing competing societal values. It includes acquiring, developing, utilizing, and compensating employees, as well as handling grievances and ensuring retention. Public personnel administrators consider responsiveness to political interests but also value efficiency, individual rights, and social equity when making employment decisions.
The document outlines the evolution of paradigms in public administration from 1900 to the present. It discusses 8 paradigms from the Politics/Administration Dichotomy to the current paradigm of Governance. Key paradigms included Development Administration in the 1950s-1960s, New Public Administration in the 1960s-1970s, New Public Management in the 1980s-1990s, and a shift from Government to Governance from the 1990s to present. The document also provides context on these paradigms in the Philippines and discusses trends in good governance, e-governance, and the history of administrations in the Philippines from Marcos to Arroyo.
1) In the 1830s, Alexis de Tocqueville observed the phenomenon of individualism in America, which he contrasted with the egoism he saw in Europe.
2) The progressive movement led to reforms like the Pendleton Act in 1883, which professionalized the civil service through a merit-based hiring system.
3) There have been various attempts to define public administration, with scholars focusing on elements like its role in policymaking, fiscal administration, and organization and management of government. Its relationship to political science has also been an ongoing topic of discussion.
This document discusses different types of administrative accountability in public administration:
1. Traditional accountability focuses on compliance with legal and administrative rules, with accountability to superiors and external controllers.
2. Managerial accountability emphasizes efficiency and economy, encouraging cost reduction. It holds administrators accountable for efficient operations.
3. Program accountability assesses whether programs achieve intended objectives effectively and economically. It examines comprehensive performance using standards of effectiveness, efficiency and economy.
4. Process accountability emphasizes agreed upon procedures and methods rather than direct outcomes. It involves providers and recipients agreeing to processes in advance and holding each other accountable to the agreement.
Current Issues in Public Personnel AdministrationJaypeeRojas
The document discusses several current issues and challenges facing public administration. It examines whether public administration should be universal or adapted to each environment, and how principles may need to be applied differently in various contexts. Some key policy issues mentioned include welfare, economic issues, labor, and resource policy. Organization issues involve areas like planning, coordination, decision-making, and addressing negative bureaucracy. Additional significant challenges include powerful interest groups, demands from a changing society, and ongoing issues requiring new solutions.
The document discusses several new paradigms that have emerged in public administration, including the New Public Administration, Reinventing Government, and the New Public Management. The New Public Administration in the 1960s-70s emphasized values, ethics, and social issues rather than traditional efficiency and effectiveness. Reinventing Government in the 1990s called for more flexible, entrepreneurial government that empowers citizens. The New Public Management applies private sector management techniques to public administration by focusing on results, customers, and competition.
This document provides an overview of public administration in the Philippines. It discusses that there is a Philippine public administration as it addresses specific sectoral concerns and is a field of study. It also exists considering the role of the bureaucracy in Philippine governance. The key institutions of the Philippine Administrative System are also outlined, including the executive, legislative, and judicial branches at the national and local levels. The relationships between different administrative units are described. The budget cycle and process in the Philippines is also summarized.
The document discusses the meaning and evolution of "public" in public administration and argues that voluntary sector management falls within the scope of public administration. It defines three meanings of "public" - as government organizations, as providers of public goods and services, and as governance for the public interest. All organizations exist on a continuum of publicness and privateness. Voluntary sector organizations, while not governmental, still aim to serve the public interest and provide public goods, placing their management within the domain of public administration.
This document discusses public personnel administration. It begins by outlining the objectives of introducing, distinguishing, and elaborating on public personnel administration. It then discusses the increasing tasks of government and how this impacts personnel demands. The key functions of public personnel administration are identified as planning, acquisition, development, and sanctions. Challenges like competitiveness, limited resources, technology, and workplace violence are also summarized.
The document discusses key aspects of the Philippine Administrative System (PAS) including:
1) PAS refers to a network of public organizations that implement policies through defined structures, rules, and goals while interacting with the socio-political environment.
2) Components of PAS include public organizations, internal procedures, policy implementation, serving different clientele, and operating within the larger socio-economic system.
3) The budget cycle in PAS includes budget preparation by agencies under budget parameters set by the Development Budget Coordination Committee, approval by the President and Cabinet, and execution and accountability.
Postmodern public administration theory rejects positivism and objectivity, instead viewing language and discourse as tools for continuous meaning-making concerned with values and truth. It is influenced by behavioralism, new public administration theories, and social constructionism. Key traits include dialectics, imagination, deconstruction, deterritorialization, and concern for moral others. Postmodernism critiques the legitimacy of the modern nation-state and political system. Research approaches the naturalistic inquiry using qualitative methods and emergent design.
The document summarizes the three branches of the Philippine government according to the 1987 Constitution: the legislative, executive, and judicial branches. It describes the principle of separation of powers and checks and balances between the branches. Specifically regarding the legislative and executive branches:
The legislative branch is bicameral, consisting of the Senate and House of Representatives. The executive branch is headed by the President, who is both head of state and head of government, and assisted by the Vice President. Qualifications, terms of office, powers, and impeachment processes are outlined for the President, Vice President, and members of Congress.
The document discusses the emergence of the concept of governance in development discourse in the 1990s. It was introduced by international institutions like the UN and World Bank as an alternative paradigm to address failures of previous development models. Governance goes beyond government to include citizens, institutions, and groups pursuing collective goals. It emphasizes principles like accountability, participation, transparency and the rule of law. The document outlines how governance and good governance are defined by different scholars and organizations and their relationship with development and poverty reduction.
Ethics and Accountability in Public ServiceMars Attacks
The 1987 Philippine Constitution demands that public officials and employees shall at all times be accountable to the people and shall discharge their duties with utmost responsibility, integrity, competence and loyalty, act with patriotism and justice, lead modest lives and uphold public interest over personal interest.
Understanding Bureaucracy in Public AdministrationHAFIZUDIN YAHAYA
Basic noted for you to understand the concept and practice of bureaucracy in government administration. what is the factors that lead to failure of bureaucracy and how to enhance the better management in public policy.
This document summarizes theories in public administration from 1800 to 1980. It covers the classical era from 1800-1950s which was based on scientific management, bureaucracy, and administrative management. Theories included Frederick Taylor's scientific management, Max Weber's bureaucracy, and Henri Fayol's 14 principles of management. The neoclassical era from the 1920s-1930s incorporated the human element and included theories from Mary Parker Follett, Chester Barnard, and Elton Mayo. Abraham Maslow introduced the hierarchy of needs and Frederick Herzberg the motivation-hygiene theory. Douglas McGregor proposed theory X and theory Y. The modern era integrated the classical and human relations approaches and included decision making theory from Herbert Simon and industrial human
The document discusses the evolution of the concept of governance from the 1990s to 2000s. It summarizes that:
1. Governance expanded beyond just government to include the roles of citizens, organizations, and groups in pursuing collective goals.
2. Key factors that pushed the governance paradigm included development failures, environmentalism, globalization, and peacebuilding.
3. "Good governance" emerged as an international development principle promoting accountability, participation, predictability, transparency, and the rule of law.
4. Kofi Annan affirmed that good governance is essential for sustainable development and eradicating poverty.
The document discusses the Civil Service Commission of the Philippines. It is composed of a Chairperson and two Commissioners who are appointed by the President. The Commission establishes standards and enforces rules for the selection and utilization of civil servants. Appointments are based on merit and qualifications include citizenship, age, and not having run for elected office recently. The Commission aims to professionalize the civil service and ensure security of tenure except for removal due to cause.
Modern public administration has gone through several phases since the 1950s: (1) development administration from the 1950s-1960s which focused on helping developing countries rebuild after WWII, (2) new public administration in the 1970s which addressed the "identity crisis" facing the field, (3) new public management in the 1980s-1990s which emphasized market-based reforms, and (4) governance which views public administration more broadly. Development administration aimed to help countries undergoing social and economic transformation through innovation management and the administration of development projects with Western aid. The Philippines also drew on development administration principles but faced its own "identity crisis" in defining an approach rooted to its own aspirations.
This document provides an overview of the evolution of the civil service system in the Philippines from the Spanish colonial period to modern times. It discusses the major characteristics and developments in each era, including the establishment of centralized bureaucracy under Spanish rule, reforms during the American period to establish a merit-based civil service, expansion of the system during the Commonwealth and post-WWII eras, and continued reforms and reorganizations up to the 2000s to address issues like corruption. The document traces the philosophical underpinnings and structural changes that have shaped the civil service system over time.
This document provides an overview of several current issues in public administration, as discussed in a graduate course. It outlines topics like interdisciplinary interfaces, public policy, public choice, administrative law, and more. For each topic, it lists key concepts and theoretical frameworks discussed in the public administration literature.
The document discusses key concepts related to decentralization and local governance in the Philippines based on the 1987 Constitution and the Local Government Code. It defines key terms like "just share", decentralization, local autonomy, and the relationship between national and local governments. It outlines the four types of decentralization - political, administrative, fiscal, and policy decentralization. It also discusses the operative principles of decentralization and the concept of municipal corporations.
Public Fiscal Management (Economic planning and fiscal management in the Phil...Jeff Gadong
The Philippines has traditionally had a private enterprise economy with limited government intervention. While some state-owned enterprises expanded under Marcos, the Aquino government pursued privatization. Economic planning focused on growth targets and project implementation. Responsibility for planning fell to the National Economic and Development Authority (NEADA). The NEADA produced several 5-year plans under Marcos and Aquino focusing on poverty alleviation, employment, and equitable growth. However, goals were not always achieved due to conflicts and indecisiveness. The government also focused on maintaining relations with international creditors, limiting development spending.
Civil Service refers to governmental employment based on merit rather than political affiliations. A merit-based civil service aims to appoint and promote employees through competitive examinations, protect them from arbitrary removal, ensure political neutrality, and have an independent body oversee rules. The Philippine Civil Service Commission is the central personnel agency that recruits, builds, and retains a competent government workforce through functions like professionalization initiatives and performance-based tenure. Its goal is for every government employee to exemplify public service.
This document defines and discusses public administration. It begins by defining public administration as the implementation of government policy and the academic study of such implementation. It then discusses the nature, fields, components, and institutions of public administration. The fields covered include local governance, fiscal administration, policy analysis, organization management, and emerging fields like public enterprise management. It also discusses the relation of public administration to other disciplines like economics, criminology, and engineering. Finally, it provides overviews of key Philippine government institutions in public administration like the Commission on Audit, Civil Service Commission, and Commission on Elections.
The document discusses different views of public administration as both a field of practice and study. As a field of practice, public administration involves carrying out governmental functions like enacting laws and policies. As a field of study, it uses empirical research and social science methods to advance knowledge. Public administration is considered an applied discipline that prepares individuals for careers in public service. It is viewed as both an art that involves creativity and leadership, and a science with theories to explain phenomena in the field. Several definitions of public administration are provided that emphasize its role in implementing policies and delivering services to the public.
The philippine civil service system final reportarnel6113
This piece of work is about the Philippine Civil Service Service System, History and mandates which provides a wide array of information and s context of Philippine setting
The document summarizes several traditional and new subfields of public administration. The traditional subfields discussed are political theory, international relations, comparative politics, organization and management, public personnel administration, public fiscal administration, and local government administration. Newer subfields that have emerged include policy analysis and program administration, public enterprise management, voluntary sector management, and spatial information management. Each subfield is briefly described in terms of its key areas of focus and topics studied.
Woodrow Wilson established the field of public administration with the goal of determining what government can and should do most efficiently. Since then, the goals and methods of public administration have changed, transforming from a bureaucratic system to one focused on transparency, efficiency, and social equity. This has refined the image of the public servant from the era of traditional public administration to the new public administration. To analyze this transition, the key differences between traditional and new public administration must be clarified.
This document discusses public personnel administration. It begins by outlining the objectives of introducing, distinguishing, and elaborating on public personnel administration. It then discusses the increasing tasks of government and how this impacts personnel demands. The key functions of public personnel administration are identified as planning, acquisition, development, and sanctions. Challenges like competitiveness, limited resources, technology, and workplace violence are also summarized.
The document discusses key aspects of the Philippine Administrative System (PAS) including:
1) PAS refers to a network of public organizations that implement policies through defined structures, rules, and goals while interacting with the socio-political environment.
2) Components of PAS include public organizations, internal procedures, policy implementation, serving different clientele, and operating within the larger socio-economic system.
3) The budget cycle in PAS includes budget preparation by agencies under budget parameters set by the Development Budget Coordination Committee, approval by the President and Cabinet, and execution and accountability.
Postmodern public administration theory rejects positivism and objectivity, instead viewing language and discourse as tools for continuous meaning-making concerned with values and truth. It is influenced by behavioralism, new public administration theories, and social constructionism. Key traits include dialectics, imagination, deconstruction, deterritorialization, and concern for moral others. Postmodernism critiques the legitimacy of the modern nation-state and political system. Research approaches the naturalistic inquiry using qualitative methods and emergent design.
The document summarizes the three branches of the Philippine government according to the 1987 Constitution: the legislative, executive, and judicial branches. It describes the principle of separation of powers and checks and balances between the branches. Specifically regarding the legislative and executive branches:
The legislative branch is bicameral, consisting of the Senate and House of Representatives. The executive branch is headed by the President, who is both head of state and head of government, and assisted by the Vice President. Qualifications, terms of office, powers, and impeachment processes are outlined for the President, Vice President, and members of Congress.
The document discusses the emergence of the concept of governance in development discourse in the 1990s. It was introduced by international institutions like the UN and World Bank as an alternative paradigm to address failures of previous development models. Governance goes beyond government to include citizens, institutions, and groups pursuing collective goals. It emphasizes principles like accountability, participation, transparency and the rule of law. The document outlines how governance and good governance are defined by different scholars and organizations and their relationship with development and poverty reduction.
Ethics and Accountability in Public ServiceMars Attacks
The 1987 Philippine Constitution demands that public officials and employees shall at all times be accountable to the people and shall discharge their duties with utmost responsibility, integrity, competence and loyalty, act with patriotism and justice, lead modest lives and uphold public interest over personal interest.
Understanding Bureaucracy in Public AdministrationHAFIZUDIN YAHAYA
Basic noted for you to understand the concept and practice of bureaucracy in government administration. what is the factors that lead to failure of bureaucracy and how to enhance the better management in public policy.
This document summarizes theories in public administration from 1800 to 1980. It covers the classical era from 1800-1950s which was based on scientific management, bureaucracy, and administrative management. Theories included Frederick Taylor's scientific management, Max Weber's bureaucracy, and Henri Fayol's 14 principles of management. The neoclassical era from the 1920s-1930s incorporated the human element and included theories from Mary Parker Follett, Chester Barnard, and Elton Mayo. Abraham Maslow introduced the hierarchy of needs and Frederick Herzberg the motivation-hygiene theory. Douglas McGregor proposed theory X and theory Y. The modern era integrated the classical and human relations approaches and included decision making theory from Herbert Simon and industrial human
The document discusses the evolution of the concept of governance from the 1990s to 2000s. It summarizes that:
1. Governance expanded beyond just government to include the roles of citizens, organizations, and groups in pursuing collective goals.
2. Key factors that pushed the governance paradigm included development failures, environmentalism, globalization, and peacebuilding.
3. "Good governance" emerged as an international development principle promoting accountability, participation, predictability, transparency, and the rule of law.
4. Kofi Annan affirmed that good governance is essential for sustainable development and eradicating poverty.
The document discusses the Civil Service Commission of the Philippines. It is composed of a Chairperson and two Commissioners who are appointed by the President. The Commission establishes standards and enforces rules for the selection and utilization of civil servants. Appointments are based on merit and qualifications include citizenship, age, and not having run for elected office recently. The Commission aims to professionalize the civil service and ensure security of tenure except for removal due to cause.
Modern public administration has gone through several phases since the 1950s: (1) development administration from the 1950s-1960s which focused on helping developing countries rebuild after WWII, (2) new public administration in the 1970s which addressed the "identity crisis" facing the field, (3) new public management in the 1980s-1990s which emphasized market-based reforms, and (4) governance which views public administration more broadly. Development administration aimed to help countries undergoing social and economic transformation through innovation management and the administration of development projects with Western aid. The Philippines also drew on development administration principles but faced its own "identity crisis" in defining an approach rooted to its own aspirations.
This document provides an overview of the evolution of the civil service system in the Philippines from the Spanish colonial period to modern times. It discusses the major characteristics and developments in each era, including the establishment of centralized bureaucracy under Spanish rule, reforms during the American period to establish a merit-based civil service, expansion of the system during the Commonwealth and post-WWII eras, and continued reforms and reorganizations up to the 2000s to address issues like corruption. The document traces the philosophical underpinnings and structural changes that have shaped the civil service system over time.
This document provides an overview of several current issues in public administration, as discussed in a graduate course. It outlines topics like interdisciplinary interfaces, public policy, public choice, administrative law, and more. For each topic, it lists key concepts and theoretical frameworks discussed in the public administration literature.
The document discusses key concepts related to decentralization and local governance in the Philippines based on the 1987 Constitution and the Local Government Code. It defines key terms like "just share", decentralization, local autonomy, and the relationship between national and local governments. It outlines the four types of decentralization - political, administrative, fiscal, and policy decentralization. It also discusses the operative principles of decentralization and the concept of municipal corporations.
Public Fiscal Management (Economic planning and fiscal management in the Phil...Jeff Gadong
The Philippines has traditionally had a private enterprise economy with limited government intervention. While some state-owned enterprises expanded under Marcos, the Aquino government pursued privatization. Economic planning focused on growth targets and project implementation. Responsibility for planning fell to the National Economic and Development Authority (NEADA). The NEADA produced several 5-year plans under Marcos and Aquino focusing on poverty alleviation, employment, and equitable growth. However, goals were not always achieved due to conflicts and indecisiveness. The government also focused on maintaining relations with international creditors, limiting development spending.
Civil Service refers to governmental employment based on merit rather than political affiliations. A merit-based civil service aims to appoint and promote employees through competitive examinations, protect them from arbitrary removal, ensure political neutrality, and have an independent body oversee rules. The Philippine Civil Service Commission is the central personnel agency that recruits, builds, and retains a competent government workforce through functions like professionalization initiatives and performance-based tenure. Its goal is for every government employee to exemplify public service.
This document defines and discusses public administration. It begins by defining public administration as the implementation of government policy and the academic study of such implementation. It then discusses the nature, fields, components, and institutions of public administration. The fields covered include local governance, fiscal administration, policy analysis, organization management, and emerging fields like public enterprise management. It also discusses the relation of public administration to other disciplines like economics, criminology, and engineering. Finally, it provides overviews of key Philippine government institutions in public administration like the Commission on Audit, Civil Service Commission, and Commission on Elections.
The document discusses different views of public administration as both a field of practice and study. As a field of practice, public administration involves carrying out governmental functions like enacting laws and policies. As a field of study, it uses empirical research and social science methods to advance knowledge. Public administration is considered an applied discipline that prepares individuals for careers in public service. It is viewed as both an art that involves creativity and leadership, and a science with theories to explain phenomena in the field. Several definitions of public administration are provided that emphasize its role in implementing policies and delivering services to the public.
The philippine civil service system final reportarnel6113
This piece of work is about the Philippine Civil Service Service System, History and mandates which provides a wide array of information and s context of Philippine setting
The document summarizes several traditional and new subfields of public administration. The traditional subfields discussed are political theory, international relations, comparative politics, organization and management, public personnel administration, public fiscal administration, and local government administration. Newer subfields that have emerged include policy analysis and program administration, public enterprise management, voluntary sector management, and spatial information management. Each subfield is briefly described in terms of its key areas of focus and topics studied.
Woodrow Wilson established the field of public administration with the goal of determining what government can and should do most efficiently. Since then, the goals and methods of public administration have changed, transforming from a bureaucratic system to one focused on transparency, efficiency, and social equity. This has refined the image of the public servant from the era of traditional public administration to the new public administration. To analyze this transition, the key differences between traditional and new public administration must be clarified.
A Critical Review Of Literature On Influence Of Good Governance On Service Qu...Stacy Taylor
This document provides a literature review on the influence of good governance on service quality. It discusses key concepts like governance, good governance, and service quality. The review finds that studies have shown accountability and transparency generally improve service quality in sectors like education, though some results are mixed. Fewer studies have focused on the element of ethics and integrity in relation to good governance. Overall, the review finds a lack of studies specifically assessing the influence of good governance on the quality of university education.
Evolution Of Public Administration ApproachesTiffany Surratt
The document discusses the evolution of public administration approaches from ancient times to modern times. It describes how Plato first developed the concept of democracy in 400 BC. It then discusses how Taylorism in the early 1900s promoted scientific management principles like specialization and standardization. Weber further explored these principles and advocated for a clear chain of command. The old public administration model emphasized hierarchy, centralized control, separating policy and implementation, and specialized roles. It targeted efficiency and effectiveness through defined roles and merit-based hiring. Recent developments in public administration include e-government, technological changes, and more collaborative efforts between public and private sectors.
A Review Public And Private Waste ManagementTracy Clark
The document reviews public and private waste management sectors and the potential for partnership between them. Through a literature review, the authors conclude that the current isolated arrangements in the industry should be replaced with vertical integration between small-scale agencies and the public sector. However, the main limitation is that the article focuses on developing countries as a whole, so the suggestions may not apply to particular cities due to complex social and political structures.
The memo discusses whether the UNB Faculty of Business Administration in Fredericton should pursue third-party accreditation, specifically AACSB accreditation. It considers the benefits and costs of accreditation, changes to AACSB standards, stakeholder views on value, and the impact on short- and long-term strategy. The final decision should weigh costs/benefits for all, long-term impact on the faculty, and alignment with strategic direction.
Overview Of South African Public ManagementJessica Tanner
The document discusses the feasibility of management in the public sector as an organizational paradigm and new model for organizational development. It reviews literature exploring change management strategies from a public sector project management perspective. The literature suggests that employee participation, effective feedback, and empowering subordinate staff are crucial to transforming public organizations. The proposal hypothesizes that establishing long-term productivity advantages throughout the organization is also important.
This document outlines the key topics to be covered in a Foundations of Public Administration course for BPA students. The course will use lectures, student presentations, open discussions, quizzes and a final exam to address four main questions over four meetings: what is public administration, who are public administrators, why public administration matters, and what are the issues and challenges. Key topics to be covered include the nature, scope and theories of public administration, administrative processes and techniques, human resources management, fiscal administration, regulatory functions, and issues related to accountability, ethics and economic development. Assessment will be based on attendance, quizzes, reports, projects and the final exam.
Book Title Public Personnel Management; 5th edition; by No.docxAASTHA76
Book Title: Public Personnel Management; 5th edition; by Norma M Riccucci
Chapter 1: Public Human Resources Management: How We Get Where We Are Today.
Stephen E. Condrey, Ph.D., is senior associate and program director for human resource management with the University of Georgia's Carl Vinson Institute of Government. He is also adjunct professor of public administration and policy in the School of Public and International Affairs at the University of Georgia. He has over a quarter of a century of professional experience in human resource management and has consulted nationally and internationally with over 700 organizations concerning personnel-related issues. He presently serves as editor-in-chief of the Review of Public Personnel Administration and is the editor of the Handbook of Human Resource Management in Government, third edition (2010, Jossey-Bass).
There is perhaps no area of public administration that has experienced greater change, professionalization, and controversy over the past four decades than public human resource management. The purpose of this introductory chapter is to explicate this phenomenon and set the stage for the chapters that follow.
This chapter first describes five models of public human resource management service delivery. The chapter will then discuss four fairly recent events and how the influence of these events shapes the current practice of public human resource management. The four events are as follows:
•The Civil Rights Act of 1964
•The Civil Service Reform Act of 1978
•Radical reform of civil service systems
•The election of President Barack Obama
Underlying each of these events is an enduring tension regarding how to create and sustain a neutrally competent civil service corps while at the same time helping to ensure that public bureaucracies are responsive to elected and appointed officials as well as the public they serve. This constant and seemingly irresolvable tension brings life to the field of public human resource management and makes it an interesting one to study, explore, and practice.
PUBLIC HUMAN RESOURCE MANAGEMENT SERVICE DELIVERY
The most definitive history of the development of the field of public human resource management is Paul Van Riper’s History of the United States Civil Service (1958). Additionally, all of the leading texts in the field (e.g., Berman, Bowman, Van Wart, and West, 2010; Klingner, Nalbandian, and Llorens, 2009; Nigro, Nigro, and Kellough, 2006; Riccucci and Naff, 2008) provide an excellent historical analysis of the field. Essentially, public human resource management history in the United States began with early elitist tendencies that favored the landed gentry as holders of public jobs. The election of Andrew Jackson in 1828 ushered in an era of spoils politics in which public jobs were considered a commodity to be bartered for political support. In a direct confrontation of spoils politics, the Pendleton Act of 1883 established the first federal civil serv ...
The document discusses several key concepts and theories in public administration, including:
- Bureaucracy theory, which analyzes public administration by distinguishing between political and administrative acts.
- Traditional management theory, which was initially informed by scientific management theory and focuses on directing ongoing organizational activities.
- Control of bureaucracy theory, which examines issues of compliance and responsiveness in public administration.
- Theories of client responsiveness, which assume public agencies are established to serve clients and that bureaucrats prioritize responding to client needs over political directives.
- Agency theory, which posits a dynamic interaction between political principals and bureaucratic agents, with agencies having informational and expertise advantages.
Public admisistration1introductiontopa 120114190930-phpapp02Sartajbhat158
it is an introduction in public administration which will give the basic idea of public administration to the learners...it will develop interest in public administration of the students
Local government bureaucracy and implementation of total quality management i...Alexander Decker
This document discusses local government bureaucracy and the implementation of Total Quality Management (TQM) in free education services in South Sulawesi Province, Indonesia. It finds that TQM dimensions of continuous process improvement and cooperation between organization components have been implemented, but clarity of quality goals and graduate competencies needs improvement. Bureaucracy participation in quality improvement is determined by district governments. Teacher and principal behavior influence bureaucracy. The document reviews literature on TQM and bureaucracy concepts and describes the study's phenomenological research methods of literature review, observation, interviews and documentation analysis.
Law, governance and the challenges for developmentAlexander Decker
This document discusses law, governance, and development challenges. It defines law as an instrument for order maintenance, good governance, and social engineering. Good governance requires democracy, transparency, accountability, rule of law, and separation of powers. Development challenges include adopting holistic vs. piecemeal strategies, feedback mechanisms, and rent-seeking behaviors without oversight. Effective governance through law is needed to ensure infrastructure supports all economic players and development goals are achieved.
Public administration aims to understand how government can effectively achieve its proper functions. It studies the activities in public agencies and how they work to implement policies affecting society. The discipline has existed for centuries but was formalized in the late 19th century. Early thinkers aimed to make administration more competent by separating it from politics, applying business principles. Later, the field recognized the political nature of administration and sought to balance efficiency with other goals like accountability. It now sees its role as understanding and strengthening government institutions to better govern.
The document discusses the concepts of governance and good governance. Governance refers to how a country is administered and regulated by authority, including decision making and public administration. Good governance emerged as a concept to describe effective and accountable governance that promotes human rights and welfare. It is defined as governance that guarantees democratic values like transparency, participation, and rule of law. The document outlines different perspectives and definitions of good governance from organizations like the UN, World Bank, and scholars. Good governance is seen as important for development, economic growth, and ensuring citizens' needs are met.
Emerging trends in public administrationSuzana Vaidya
The document discusses emerging trends in public administration that reflect challenges and harness opportunities. It identifies new trends like new governance, leadership styles, generational change, strategic planning, e-government, and service delivery. A key trend is new leadership styles like transformational leadership which can help address fiscal crises through improved sustainability. Transformational leadership motivates followers through individual consideration, intellectual stimulation, inspirational motivation, and idealized influence. This style aligns with building shared visions and team learning to create commitment and exemplary leadership through modeling, challenges, and inspiration. Benchmarking shows transformational leadership relates to learning organizations and impacts employee creativity and nonprofit accountability.
Classical public administration focused on running government like a business with clear hierarchies and standard operating procedures. New public management emerged later treating citizens as customers and importing private sector management techniques. Postmodern public administration rejects the idea of one universal approach and instead emphasizes relativity, inclusion, and addressing social inequities.
A C A D E M I C P A P E RReforming policy roles in the Jor.docxblondellchancy
This paper analyzes weaknesses in Jordan's policy reform process. It conducts a diagnostic analysis of administrative reform characteristics in Jordan and identifies weaknesses, with a focus on policy roles in the policy-making process. Administrative reform has been an area of interest since the early 1980s but outcomes have been below expectations with inadequate impact. The study examines how Jordan can best invest resources to maximize public sector efficiency, specifically in reforming policy processes. It concludes that the degree of authority at the national and organizational levels is the primary factor impacting efficiency, accountability, and responsiveness. Recent reform efforts in Jordan to address these issues could create conflicts threatening government stability.
A C A D E M I C P A P E RReforming policy roles in the Jor.docxmakdul
A C A D E M I C P A P E R
Reforming policy roles in the Jordanian policy‐making process
Rami Tbaishat1 | Ali Rawabdeh1 | Khaled Qassem Hailat2 | Shaker A Aladwan1 |
Samir Al Balas1 | Mohammed Iqbal Al Ajlouny3
1 Department of Public Administration, Faculty
of Economics and Administrative Sciences,
Yarmouk University, Irbid, Jordan
2 Department of Marketing, Faculty of
Economics and Administrative Sciences,
Yarmouk University, Irbid, Jordan
3 Department of Business Administration,
Faculty of Business, Al‐zaytoonah University
of Jordan, Irbid, Jordan
Correspondence
Rami Tbaishat, Department of Public
Administration, Faculty of Economics and
Administrative Sciences, Yarmouk University,
Irbid 21163, Jordan.
Email: [email protected]
The aim of this diagnostic analysis is to identify the weaknesses in the process of
reforming policy in Jordan. This study will first present a diagnostic analysis of the
characteristics of administrative reform in Jordan. Following this, weaknesses will be
identified with a focus on policy roles in the policy‐making process. Administrative
reform has long been an area of interest and development in Jordan since the early
1980s. Conferences were held, political and technical committees formed, and exper-
tise and resources invested. The outcomes of these programs have been below
expectations, with inadequate impact. This investigation paid attention on how
Jordan can best invest its resources to maximize efficiency in the public sector, spe-
cifically the process of reforming policy. This study concludes that the primary factor
impacting efficiency, accountability, and responsiveness is the degree of authority at
both national and organizational level. Recent efforts in Jordan to tackle these issues
could create more conflicts that threaten the Jordanian government's stability. Other
resources have been dedicated to reviewing the rules and values that govern the rela-
tionship between state and society.
1 | INTRODUCTION
The bureaucratic ethos that emphasizes the importance
of centrally controlled rationality considers one of the
most important characteristics of the political regime
which Jordan has experienced during the last decades
(UNDP Report, 2015). In this context, economic
performance in most cases proved to be less than
adequate for either ensuring self‐sustained development
or, at a minimum, being able to meet the basic
requirements of the populace. In Jordan, the movement
away from the authoritarian past is characterized by
the efforts to maintain or improve the neoliberal
foundations of the economy while opening the political
arena to ensure the participation of a traditionally
marginalized citizenry that demands an equitable and
prompt share of the benefits of economic growth.
Despite the official political structure, it is so clear that the domination
of the executive branch over the judicial and legislative branch of
government is eminent. The extreme cen.
A C A D E M I C P A P E RReforming policy roles in the Jor.docxronak56
This paper analyzes weaknesses in Jordan's policy reform process. It conducts a diagnostic analysis of administrative reform characteristics in Jordan and identifies weaknesses, with a focus on policy roles in the policy-making process. Administrative reform has been an area of interest since the early 1980s but outcomes have been below expectations with inadequate impact. The study examines how Jordan can best invest resources to maximize public sector efficiency, specifically in reforming policy processes. It concludes that the degree of authority at the national and organizational levels is the primary factor impacting efficiency, accountability, and responsiveness. Recent reform efforts in Jordan to address these issues could create conflicts that threaten government stability.
Similar to Public-Personnel-Administration-Module-1-AY-2022-2023.pdf (20)
Parabolic antenna alignment system with Real-Time Angle Position FeedbackStevenPatrick17
Introduction
Parabolic antennas are a crucial component in many communication systems, including satellite communications, radio telescopes, and television broadcasting. Ensuring these antennas are properly aligned is vital for optimal performance and signal strength. A parabolic antenna alignment system, equipped with real-time angle position feedback and fault tracking, is designed to address this need. This document delves into the components, design, and implementation of such a system, highlighting its significance and applications.
Importance of Parabolic Antenna Alignment
The alignment of a parabolic antenna directly affects its performance. Even minor misalignments can lead to significant signal loss, which can degrade the quality of the received signal or cause communication failures. Proper alignment ensures that the antenna's focal point is accurately directed toward the signal source, maximizing the antenna's gain and efficiency. This precision is especially crucial in applications like satellite communications, where the antenna must track geostationary satellites with high accuracy.
Components of a Parabolic Antenna Alignment System
A parabolic antenna alignment system typically includes the following components:
Parabolic Dish: The primary reflector that collects and focuses incoming signals.
Feedhorn and Low Noise Block (LNB): Positioned at the dish's focal point to receive signals.
Stepper or Servo Motors: Adjust the azimuth (horizontal) and elevation (vertical) angles of the antenna.
Microcontroller (e.g., Arduino, Raspberry Pi): Processes sensor data and controls the motors.
Potentiometers: Provide feedback on the antenna's current angle positions.
Fault Detection Sensors: Monitor for potential faults such as cable discontinuities or LNB failures.
Control Software: Runs on the microcontroller, handling real-time processing and decision-making.
Real-Time Angle Position Feedback
Real-time feedback on the antenna's angle position is essential for maintaining precise alignment. This feedback is typically provided by potentiometers or rotary encoders, which continuously monitor the azimuth and elevation angles. The microcontroller reads this data and adjusts the motors accordingly to keep the antenna aligned with the signal source.
Fault Tracking in Antenna Alignment Systems
Fault tracking is vital for the reliability and performance of the antenna system. Common faults include cable discontinuities, LNB malfunctions, and motor failures. Sensors integrated into the system can detect these faults and either notify the user or initiate corrective actions automatically.
Design and Implementation
1. Parabolic Dish and Feedhorn
The parabolic dish is designed to reflect incoming signals to a focal point where the feedhorn and LNB are located. The dish's size and shape depend on the specific application and frequency range.
2. Motors and Position Control
Stepper motors or servo motors are used to control the azimuth and elevation of
Khushi Saini, An Intern from The Sparks Foundationkhushisaini0924
This is my first task as an Talent Acquisition(Human resources) Intern in The Sparks Foundation on Recruitment, article and posts.
I invitr everyone to look into my work and provide me a quick feedback.
1. PUBLIC PERSONNEL ADMINISTRATION
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GNMSartillo Page 1 of 14
Romblon State University
COLLEGE OF ARTS AND SCIENCES
Odiongan, Romblon
INTRODUCTION
Part I of the module gives a general overview about Public Personnel Administration as a
subfield of Public Administration. It also examines how Public Personnel Administration
could help improve the practice of public administration and governance.
In an attempt to outline the fields of specialization of Public Administration, Brillantes
and Fernandez (2008) notes that Public Personnel Administration (PPA) is among the
traditional subfields of the discipline of Public Administration along with Organization
and Management, Local Government Administration; Public Fiscal Administration. New
subfields emerged as the field of Public Administration evolved: Policy Analysis and
Program Administration; Public Enterprise Management; Voluntary Sector
Management; and Spatial Information Management.
This is how Brillantes and Fernandez (2008) described PPA:
Public administration consists of administrative processes. It involves
people, its most important element, therefore public personnel administration is
an equally important field. In here, the definition of personnel management as
“the recruitment, selection, development, utilization of, and accommodation to
human resources by organizations” (French 1990) is explored. Specifically, it
discusses on the evolution of public personnel administration, arrangements of
PUBLIC PERSONNEL ADMINISTRATION
Module 1
Part I
Public Administration, Governance, and Public
Personnel Administration
Learning Outcome
Prepare a reflective analysis on the role of Public Personnel Administration in the
development and improvement of public administration and governance
Learning Objectives
At the end of the module, the learners are expected to:
1. describe the place of Public Personnel Administration in the bigger context of Public
Administration and Governance; and
2. discuss how Public Personnel Administration could help improve public
administration and governance.
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COLLEGE OF ARTS AND SCIENCES
Odiongan, Romblon
the personnel system, and general attributes of personnel functions in the public
sector. It is also concerned with the developments and current trends in personnel
administration.
In the traditional public administration, organization and management
and personnel administration were emphasized as salient features of study in
public administration. Personnel administration has widened its scope and
evolved into human resource management or human resource development. The
inspiration that not only these two fields complement but supplement each other
put them together into what is now called “Organization Studies.”
PPA has been at the forefront of the development of Public Administration. The
prevalence of the spoils system and patronage system in the early days of the US
government brought to fore PPA concerns as appointments in the bureaucracy was then
primarily dictated by political party affiliation rather than qualifications, merit and
fitness. The assassination of US President Garfield in 1881 by a disgruntled applicant
for a diplomatic post served as a catalyst for reforms in the US civil service. Later on,
the US Congress passed the Pendleton Act, otherwise known as the Civil Service Act of
1883, which created the US Civil Service Commission aimed at creating a system to
instill merit and fitness in the hiring process in the government instead of political
patronage.
To a large extent, these developments in PPA inspired Woodrow Wilson to write his
seminal article “The Study of Administration” in 1887. The article proposed the politics-
administration dichotomy arguing that that administration should be free from the
hurry and strife of politics. It heightened awareness on the need to run government like
a business with improved increased organizational efficiency and professionalism.
As PPA deals with organizations and human resource management, the Classical, Neo-
Classical and Modern Organization Theories find relevance. For instance, Frederick
Taylor’s Scientific Management Theory, which is known for the “one best way approach,”
emphasized professional management principles. Through the research of Elton Mayo
and Fritz Roethlisberger, the Hawthorne effect was discovered. It shows that the social
needs of workers influenced as much, if not more than, the physical design of the
workplace or the organizations operating procedures. “(P)erformance improved as a
result of the employees feeling a part of a special group under examination. Thus, the
Hawthorne Effect suggests that social factors and the treatment of people significantly
influence performance outcomes and must be considered when assessing work
structure and design” (Daly, 2015). Max Weber’s theory of bureaucracy touches on
concerns of PPA. According to him, the bureaucracy has the following characteristics:
division of labor; formal selection process; hierarchical management structure; formal
rules and procedures; and impersonality and neutrality.
Recent developments in Public Administration have underscored the paradigm of
governance, which was introduced by international organizations such as the United
Nations, the World Bank, and the Asian Development Bank in light of sustainable
human development. The Human Development Report 1994 gives the following
definition of sustainable human development, which “advocates protection of the life
opportunities of future as well as present generations and respecting the natural
systems on which all life depends”:
3. PUBLIC PERSONNEL ADMINISTRATION
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GNMSartillo Page 3 of 14
Romblon State University
COLLEGE OF ARTS AND SCIENCES
Odiongan, Romblon
Sustainable human development is pro-people, pro-jobs, and pro-nature. It gives
the highest priority to poverty reduction, productive employment, social
integration, and environmental regeneration. It brings human numbers into
balance with the coping capacities of societies and the carrying capacities of
nature…It also recognises that not much can be achieved without a dramatic
improvement in the status of women and the opening of all opportunities to
women.
In a paper, the United Nations Development Programme argued that “sound governance
is essential in achieving sustainable human development” and that it is a means of
poverty eradication (1997). The paper describes governance as follows:
… governance is defined as the exercise of political, economic and administrative
authority to manage a nation’s affairs. It is the complex mechanisms, processes,
relationships and institutions through which citizens and groups articulate their
interests, exercise their rights and obligations and mediate their differences.
Governance embraces all of the methods—good and bad—that societies
use to distribute power and manage public resources and problems. Sound
governance is therefore a subset of governance, wherein public resources and
problems are managed effectively, efficiently and in response to critical needs of
society. Effective democratic forms of governance rely on public participation,
accountability and transparency.
Among the types of governance is administrative governance, which is “a system of
policy implementation carried our through an efficient, independent, accountable and
open public sector.” This is an area of concern of PPA.
In 2019, a paper prepared by Poochareon, et. al., was formally transmitted to the
Committee of Experts on Public Administration of the United Nations Economic and
Social Council (UN ECOSOC) in its 18th session. The paper presented paradigm shifts
in public administration, starting from ancient public administration, followed by
traditional public administration in the 1960s, new public management in the 1980s,
new public governance in the 2000s, and most recently, smart sustainable governance
in the 2020s. Each paradigm was described on the following fronts: governance
principles; target audience; public services; role of government; leadership style;
accountability; and goal and focus. Remarkably, smart sustainable governance
describes its governance principles as effective governance.
An elaboration of effective governance was made in a separate document issued by UN
ECOSOC in 2018. The document declared:
The full realization of the Sustainable Development Goals and other
internationally agreed development objectives will hinge in no small part on a
common understanding of the basic principles of effective governance for
sustainable development.
In an attempt to clarify the governance agenda, the document identified the basic
principles of effective governance for sustainable development, to wit:
Effectiveness, which includes competence, sound policymaking, and
collaboration;
4. PUBLIC PERSONNEL ADMINISTRATION
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COLLEGE OF ARTS AND SCIENCES
Odiongan, Romblon
Accountability, which includes integrity, transparency, and independent
oversight; and
Inclusiveness, which includes leaving no one behind, non-discrimination,
participation, subsidiarity, and intergenerational equity.
Described below are some principles of effective governance that relate to PPA:
Competence - To perform their functions effectively, institutions are to have
sufficient expertise, resources and tools to deal adequately with the mandates
under their authority;
Integrity - To serve in the public interest, civil servants are to discharge their
official duties honestly, fairly and in a manner consistent with soundness of
moral principle;
Transparency - To ensure accountability and enable public scrutiny, institutions
are to be open and candid in the execution of their functions and promote access
to information, subject only to the specific and limited exceptions as are provided
by law;
Independent oversight - To retain trust in government, oversight agencies are to
act according to strictly professional considerations and apart from and
unaffected by others;
Non-discrimination - To respect, protect and promote human rights and
fundamental freedoms for all, access to public service is to be provided on general
terms of equality, without distinction of any kind as to race, colour, sex, language,
religion, political or other opinion, national or social origin, property, birth,
disability or other status; and
Subsidiarity - To promote government that is responsive to the needs and
aspirations of all people, central authorities should perform only those tasks
which cannot be performed effectively at a more intermediate or local level.
Part II
Legal and Institutional Framework of Public
Personnel Administration in the Philippines
Learning Outcome
Prepare essay answers on questions on legal and institutional frameworks of Public
Personnel Administration
Learning Objectives
At the end of the module, the learners are expected to:
1. identify the provisions of the 1987 Philippine Constitution, Executive Order No.
292, otherwise known as the Revised Administrative Code of 1987, and Republic
Act No. 6713, otherwise known as the Code of Conduct and Ethical Standards
For Public Officials and Employees that relate to Public Personnel
Administration in the Philippines; and
2. discuss the nature, composition, powers, duties and functions of the Civil
Service Commission.
5. PUBLIC PERSONNEL ADMINISTRATION
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Romblon State University
COLLEGE OF ARTS AND SCIENCES
Odiongan, Romblon
INTRODUCTION
Part II of the module presents the general legal framework of Public Personnel
Administration in the Philippines, particularly the 1987 Constitution, Executive Order No.
292, otherwise known as the Revised Administrative Code of 1987, and Republic Act No.
6713, otherwise known as the Code of Conduct and Ethical Standards For Public Officials
and Employees. It also examines the nature, composition, powers, duties and functions of
the Civil Service Commission, which serves as the central personnel agency of the
Philippine government.
1987 Philippine Constitution
The 1987 Philippine is the basic charter and the highest law in the Philippines, and
provides the general and fundamental framework of PPA. Article IX-B deals with the
Philippine Civil Service. Among others, it provides:
Section 2.
1. The civil service embraces all branches, subdivisions, instrumentalities,
and agencies of the Government, including government-owned or
controlled corporations with original charters.
2. Appointments in the civil service shall be made only according to merit
and fitness to be determined, as far as practicable, and, except to positions
which are policy-determining, primarily confidential, or highly technical,
by competitive examination.
3. No officer or employee of the civil service shall be removed or suspended
except for cause provided by law.
4. No officer or employee in the civil service shall engage, directly or
indirectly, in any electioneering or partisan political campaign.
5. The right to self-organization shall not be denied to government employees.
6. Temporary employees of the Government shall be given such protection as
may be provided by law.
Section 4. All public officers and employees shall take an oath or affirmation to
uphold and defend this Constitution.
Section 5. The Congress shall provide for the standardization of compensation of
government officials and employees, including those in government-owned or
controlled corporations with original charters, taking into account the nature of
the responsibilities pertaining to, and the qualifications required for, their
positions.
Section 6. No candidate who has lost in any election, shall within one year after
such election, be appointed to any office in the Government or any Government-
owned or controlled corporations or in any of their subsidiaries.
Section 7. No elective official shall be eligible for appointment or designation in
any capacity to any public office or position during his tenure.
Unless otherwise allowed by law or by the primary functions of his position, no
appointive official shall hold any other office or employment in the Government or
any subdivision, agency or instrumentality thereof, including Government-owned
or controlled corporations or their subsidiaries.
6. PUBLIC PERSONNEL ADMINISTRATION
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Section 8. No elective or appointive public officer or employee shall receive
additional, double, or indirect compensation, unless specifically authorized by
law, nor accept without the consent of the Congress, any present, emolument,
office, or title of any kind from any foreign government.
Pensions or gratuities shall not be considered as additional, double, or indirect
compensation.
Meanwhile, Section I, Article XI of the 1987 Constitution states:
Public office is a public trust. Public officers and employees must, at all times, be
accountable to the people, serve them with utmost responsibility, integrity,
loyalty, and efficiency; act with patriotism and justice, and lead modest lives.
Revised Administrative Code of 1987
Executive Order No. 292, otherwise known as the Revised Administrative Code of 1987,
provides the basic policies, and systems and procedures upon which public personnel
administration are to be based. Book V, Title I, Subtitle A, and Book I, Chapter 9 are
particularly important.
Relevant provisions of Book I, Chapter 9 or the General Principle Governing Public
Officers are restated below:
Section 32. Nature of Public Office. - Public office is a public trust. Public officers
and employees must at all times be accountable to the people, serve them with
the utmost responsibility, integrity, loyalty and efficiency, act with patriotism and
justice, and lead modest lives.
Section 33. Policy on Change of Citizenship. - Public officers and employees owe
the Senate and the Constitution allegiance at all times, and any public officer or
employee who seeks to change his citizenship or acquire the status of an
immigrant of another country during his tenure shall be dealt with by law.
Section 34. Declaration of Assets, Liabilities and Net Worth. - A public officer or
employee shall upon assumption of office and as often thereafter as may be
required by law, submit a declaration under oath of his assets, liabilities, and net
worth.
Section 35. Ethics in Government. - All public officers and employees shall be
bound by a Code of Ethics to be promulgated by the Civil Service Commission.
Section 38. Liability of Superior Officers. –
(1) A public officer shall not be civilly liable for acts done in the performance of his
official duties, unless there is a clear showing of bad faith, malice or gross
negligence.
(2) Any public officer who, without just cause, neglects to perform a duty within a
period fixed by law or regulation, or within a reasonable period if none is fixed,
shall be liable for damages to the private party concerned without prejudice to
such other liability as may be prescribed by law.
7. PUBLIC PERSONNEL ADMINISTRATION
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Romblon State University
COLLEGE OF ARTS AND SCIENCES
Odiongan, Romblon
(3) A head of a department or a superior officer shall not be civilly liable for the
wrongful acts, omissions of duty, negligence, or misfeasance of his subordinates,
unless he has actually authorized by written order the specific act or misconduct
complained of.
Section 39. Liability of Subordinate Officers. -No subordinate officer or employee
shall be civilly liable for acts done by him in good faith in the performance of his
duties. However, he shall be liable for willful or negligent acts done by him which
are contrary to law, morals, public policy and good customs even if he acted under
orders or instructions of his superiors.
Sections 1 to 4, of Book V, Title I, Subtitle A also provides:
Section 1. Declaration of Policy. - The State shall insure and promote the
Constitutional mandate that appointments in the Civil Service shall be made only
according to merit and fitness; that the Civil Service Commission, as the central
personnel agency of the Government shall establish a career service, adopt
measures to promote morale, efficiency, integrity, responsiveness, and courtesy
in the civil service, strengthen the merit and rewards system, integrate all human
resources development programs for all levels and ranks, and institutionalize a
management climate conducive to public accountability; that public office is a
public trust and public officers and employees must at all times be accountable
to the people; and that personnel functions shall be decentralized, delegating the
corresponding authority to the departments, offices and agencies where such
functions can be effectively performed.
Section 2. Duties and Responsibilities of Public Officers and Employees. - Public
Officers and employees shall have the duties, responsibilities, and accountability
provided in Chapter 9, Book I of this Code.
Section 3. Terms and Conditions of Employment. - The terms and conditions of
employment of all government employees, including those in government-owned
or controlled corporations with original charters, shall be fixed by law. The terms
and conditions of employment which are not fixed by law may be the subject of
negotiation between duly recognized employees' organizations and appropriate
government authorities.
Section 4. Compensation. - The Congress shall provide for the standardization of
compensation of government officials and employees including those in
government-owned or controlled corporations with original charters, taking into
account the nature of the responsibilities pertaining to, and the qualifications
required for the position concerned.
Code of Conduct and Ethical Standards
Republic Act No. 6713 established the Code of Conduct and Ethical Standards for
Public Officials and Employees. It declares, as a policy of the state, to:
promote a high standard of ethics in public service. Public officials and employees
shall at all times be accountable to the people and shall discharge their duties
with utmost responsibility, integrity, competence, and loyalty, act with patriotism
and justice, lead modest lives, and uphold public interest over personal interest.
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Romblon State University
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Odiongan, Romblon
The following are the Norms of Conduct of Public Officials and Employees:
Commitment to public interest. - Public officials and employees shall always
uphold the public interest over and above personal interest. All government
resources and powers of their respective offices must be employed and used
efficiently, effectively, honestly and economically, particularly to avoid wastage in
public funds and revenues.
Professionalism. - Public officials and employees shall perform and discharge
their duties with the highest degree of excellence, professionalism, intelligence
and skill. They shall enter public service with utmost devotion and dedication to
duty. They shall endeavor to discourage wrong perceptions of their roles as
dispensers or peddlers of undue patronage.
Justness and sincerity. - Public officials and employees shall remain true to the
people at all times. They must act with justness and sincerity and shall not
discriminate against anyone, especially the poor and the underprivileged. They
shall at all times respect the rights of others, and shall refrain from doing acts
contrary to law, good morals, good customs, public policy, public order, public
safety and public interest. They shall not dispense or extend undue favors on
account of their office to their relatives whether by consanguinity or affinity
except with respect to appointments of such relatives to positions considered
strictly confidential or as members of their personal staff whose terms are
coterminous with theirs.
Political neutrality. - Public officials and employees shall provide service to
everyone without unfair discrimination and regardless of party affiliation or
preference.
Responsiveness to the public. - Public officials and employees shall extend
prompt, courteous, and adequate service to the public. Unless otherwise provided
by law or when required by the public interest, public officials and employees
shall provide information of their policies and procedures in clear and
understandable language, ensure openness of information, public consultations
and hearings whenever appropriate, encourage suggestions, simplify and
systematize policy, rules and procedures, avoid red tape and develop an
understanding and appreciation of the socio-economic conditions prevailing in
the country, especially in the depressed rural and urban areas.
Nationalism and patriotism. - Public officials and employees shall at all times
be loyal to the Republic and to the Filipino people, promote the use of locally
produced goods, resources and technology and encourage appreciation and pride
of country and people. They shall endeavor to maintain and defend Philippine
sovereignty against foreign intrusion.
Commitment to democracy. - Public officials and employees shall commit
themselves to the democratic way of life and values, maintain the principle of
public accountability, and manifest by deeds the supremacy of civilian authority
over the military. They shall at all times uphold the Constitution and put loyalty
to country above loyalty to persons or party.
Simple living. - Public officials and employees and their families shall lead
modest lives appropriate to their positions and income. They shall not indulge in
extravagant or ostentatious display of wealth in any form.
9. PUBLIC PERSONNEL ADMINISTRATION
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Romblon State University
COLLEGE OF ARTS AND SCIENCES
Odiongan, Romblon
The Civil Service Commission
The Civil Service Commission (CSC) is one of the only three Constitutional Commissions
under the 1987 Philippine Constitution. As noted above, the CSC is the central
personnel agency of the Philippine government and it administers the Philippine Civil
Service.
Article IX-A of the 1987 Philippine Constitution provides that the CSC is composed of a
Chairman and two Commissioners. They shall be:
natural-born citizens of the Philippines;
at the time of their appointment, at least thirty-five years of age;
with proven capacity for public administration;
and must not have been candidates for any elective position in the elections
immediately preceding their appointment.
The Chairman and the Commissioners shall be appointed by the President with the
consent of the Commission on Appointments for a term of seven years without
reappointment. Of those first appointed, the Chairman shall hold office for seven years,
a Commissioner for five years, and another Commissioner for three years, without
reappointment. Appointment to any vacancy shall be only for the unexpired term of the
predecessor. In no case shall any Member be appointed or designated in a temporary or
acting capacity.
The CSC shall establish a career service and adopt measures to promote morale,
efficiency, integrity, responsiveness, progressiveness, and courtesy in the civil service.
It shall strengthen the merit and rewards system, integrate all human resources
development programs for all levels and ranks, and institutionalize a management
climate conducive to public accountability. It shall submit to the President and the
Congress an annual report on its personnel programs.
Under the Revised Administrative Code of 1987, the CSC has the following powers and
functions:
Administer and enforce the constitutional and statutory provisions on the merit
system for all levels and ranks in the Civil Service;
Prescribe, amend and enforce rules and regulations for carrying into effect the
provisions of the Civil Service Law and other pertinent laws;
Promulgate policies, standards and guidelines for the Civil Service and adopt
plans and programs to promote economical, efficient and effective personnel
administration in the government;
Formulate policies and regulations for the administration, maintenance and
implementation of position classification and compensation and set standards
for the establishment, allocation and reallocation of pay scales, classes and
positions;
Render opinion and rulings on all personnel and other Civil Service matters which
shall be binding on all heads of departments, offices and agencies and which may
be brought to the Supreme Court on certiorari;
Appoint and discipline its officials and employees in accordance with law and
exercise control and supervision over the activities of the Commission;
10. PUBLIC PERSONNEL ADMINISTRATION
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Romblon State University
COLLEGE OF ARTS AND SCIENCES
Odiongan, Romblon
Control, supervise and coordinate Civil Service examinations. Any entity or
official in government may be called upon by the Commission to assist in the
preparation and conduct of said examinations including security, use of
buildings and facilities as well as personnel and transportation of examination
materials which shall be exempt from inspection regulations;
Prescribe all forms for Civil Service examinations, appointments, reports and
such other forms as may be required by law, rules and regulations:
Declare positions in the Civil Service as may properly be primarily confidential,
highly technical or policy determining;
Formulate, administer and evaluate programs relative to the development and
retention of qualified and competent work force in the public service;
Hear and decide administrative cases instituted by or brought before it directly
or on appeal, including contested appointments, and review decisions and
actions of its offices and of the agencies attached to it. Officials and employees
who fail to comply with such decisions, orders, or rulings shall be liable for
contempt of the Commission. Its decisions, orders, or rulings shall be final and
executory. Such decisions, orders, or rulings may be brought to the Supreme
Court on certiorari by the aggrieved party within thirty (30) days from receipt of
a copy thereof;
Issue subpoena and subpoena duces tecum for the production of documents and
records pertinent to investigation and inquiries conducted by it in accordance
with its authority conferred by the Constitution and pertinent laws;
Advise the President on all matters involving personnel management in the
government service and submit to the President an annual report on the
personnel programs;
Take appropriate action on all appointments and other personnel matters in the
Civil Service including extension of Service beyond retirement age;
Inspect and audit the personnel actions and programs of the departments,
agencies, bureaus, offices, local government units and other instrumentalities of
the government including government-owned or controlled corporations; conduct
periodic review of the decisions and actions of offices or officials to whom
authority has been delegated by the Commission as well as the conduct of the
officials and the employees in these offices and apply appropriate sanctions when
necessary;
Delegate authority for the performance of any function to departments, agencies
and offices where such functions may be effectively performed;
Administer the retirement program for government officials and employees, and
accredit government services and evaluate qualifications for retirement;
Keep and maintain personnel records of all officials and employees in the Civil
Service; and
Perform all functions properly belonging to a central personnel agency and such
other functions as may be provided by law.
Following are some of the safeguards to preserve and promote the independence of the
CSC, like the Commission on Elections and the Commission on Audit:
created by the Constitution (may not be abolished by statute or law passed by
Congress);
conferred certain powers and functions which cannot be withdrawn or reduced
by statute;
11. PUBLIC PERSONNEL ADMINISTRATION
First Semester, AY 2022-2023
GNMSartillo Page 11 of 14
Romblon State University
COLLEGE OF ARTS AND SCIENCES
Odiongan, Romblon
Chairman and members
o may not be removed from office except by impeachment
o are given fairly long term of seven years
o terms of office are staggered (to lessen the opportunity for appointment of
the majority by the same President)
o may not be reappointed or appointed in an acting capacity
o subject to certain disqualifications and inhibitions;
enjoys fiscal autonomy (i.e., appropriations are automatically released);
allowed to appoint their own officials and employees; and
allowed to promulgate own rules concerning pleadings and practice before it.
12. PUBLIC PERSONNEL ADMINISTRATION
First Semester, AY 2022-2023
GNMSartillo Page 12 of 14
Romblon State University
COLLEGE OF ARTS AND SCIENCES
Odiongan, Romblon
Name: ____________________________________________
Section: __________________________________________
INSTRUCTIONS: Guided by the module and readings assigned, write an essay with the
title: The Role of Public Personnel Administration in the Development of Public
Administration and Governance. To enrich your discussion, you are enjoined to cite at
least two concrete examples in the Philippines that prove your points and arguments.
Your work will be evaluated based on responsiveness (i.e., do not include unnecessary
statements and insights that do not have relevance to the title), ability to employ
concepts and ideas mentioned in the reading materials, logical presentation and
grammar. Use no more than 300 words.
OUTPUT 1
The Role of Public Personnel Administration in the Development of Public
Administration and Governance
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13. PUBLIC PERSONNEL ADMINISTRATION
First Semester, AY 2022-2023
GNMSartillo Page 13 of 14
Romblon State University
COLLEGE OF ARTS AND SCIENCES
Odiongan, Romblon
Name: ____________________________________________
Section: __________________________________________
INSTRUCTIONS: Answer the following questions in essay form. Your work will be
evaluated based on responsiveness (i.e., do not include unnecessary statements and
insights that do not have relevance to the title), ability to employ concepts and ideas
mentioned in the reading materials, logical presentation and grammar. Use no more
than 100 words in each item.
OUTPUT 2
1. X, a college degree holder, is among those who applied for a vacant position in the
government. After the hiring and selection process, X was informed that Y was
appointed to the position. X was further informed that Y is merely a high school
graduate. Is there a basis for X to file a complaint challenging the appointment of Y?
Explain with basis. Use no more than 100 words.
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2. Congress enacted a law increasing the term of office of the Chair of the CSC from
seven to ten years. Is the law unconstitutional? Explain with basis. Use no more
than 100 words.
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14. PUBLIC PERSONNEL ADMINISTRATION
First Semester, AY 2022-2023
GNMSartillo Page 14 of 14
Romblon State University
COLLEGE OF ARTS AND SCIENCES
Odiongan, Romblon
3. As a government employee, AAA is required to file his Statement of Assets, Liabilities
and Net Worth (SALN). AAA assailed the requirement, saying that it violates his right
to privacy. If you are the Director of the Human Resource Management Office, what
are the points that you will tell AAA to convince him to file his SALN?
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