GENERAL REASONS OF PUBLIC DISTRUST 1. Power Abuse Or Misuse 2. Policy Failure 3. Lack Of Public Service Quality 4. Outdated Government Systems 5. Scandals Or Corruptions 6. Official’s Mistake, Improper Words

1. TOWARDS
A WORLD-CLASS
BUREAUCRACY
IN A DIGITAL ERA
Prepared for delivery at the
PRESIDENTIAL LECTURE FORUM
in Jakarta on July 24, 2019
Pan Suk Kim, Ph.D.
Former Minister of Personnel
Management of the Republic of Korea
Professor of Public Administration in the
College of Government and Business at
Yonsei University in South Korea
pankim@gmail.com

2. Bilateral MOU on September 10, 2018

3. Contents
1. Global Trends in Public Administration
2. Social Identity, Motivation, Performance, and Ethics
3. Building a World-Class Government in a VUCA World
4. Leading the 4th Industrial Revolution in a Digital Era
5. Lessons learned

4. 1. Global Trends in Public Administration

5. 5
Global Trend: Paradigm Shift in Public Administration (PA)
Legal PA
(Traditional PA)
Economic PA
(New Public Management) (NPM)
Sociological PA
(Post-NPM, Governance)
Citizen-state
relationship
Obedience Entitlement Empowerment
Accountability of
Senior Officials
Politicians Customers Citizens & Stakeholders
Guiding
Principles
Compliance with
rules
Efficiency Accountability,
Transparency &
Participation
Criteria for
Success
Output Outcome Deliberative Process
Key Attribute Impartiality Professionalism Responsiveness
Type of
Interaction
Coerciveness Delegation Collaboration

6. Public Trust and Good Governance
• POWER ABUSE OR MISUSE
• POLICY FAILURE
• LACK OF PUBLIC SERVICE QUALITY
• OUTDATED GOVERNMENT SYSTEMS
• SCANDALS OR CORRUPTIONS
• OFFICIAL’S MISTAKE, IMPROPER WORDS
General Reasons
of Public Distrust ACCOUNTABLE
TRANSPARENT
PARTICIPATORY
COLLABORATIVERESPONSIVE
RULE OF LAW
CONSENSUS
ORIENTED
GOOD
GOVERNANCE

7. Accountable Governance
Basic
(Obligation)
Advanced Level:
Performance-based
administrative culture
The concept
is NOT fixed!
Demonstrating
evidence of HIGH
PERFORMANCE
Demonstrating
Evidence of
Excellence
Amendatory
Accountability
(change or reform
bad things)
Answerability and Explanatory
Accountability
(Responsiveness)
Enforceability
Compliance with rules (Innocence)
Relying on an honest and ethical character

8. TRANSPARENT GOVERNANCE
Clear
Straightforward
Open
Observable
Accurate
Correct
Ethical
Corruption-Free
Rational
Reasonable
Accessible
Information Disclosure
Transparent = glassy, crystalline, see-through
DIGITALIZATION
can enhance the
level of
transparency

9. Participatory Governance
Empowerment
(citizens’ juries, ballots, deliberative decision-making in the
hands of the pubic)
Collaboration
(citizen advisory committees, consensus-
building, participatory decision-making)
Involvement
(workshops, deliberative polling)
Consultation
(public comments,
surveys, public
meetings)
Information
Sharing
(fact sheets,
websites)
The
concept
is NOT
fixed!
It is
evolving
Citizen participation
should be
encouraged

10. Collaborative Governance: a journey of the octopus bike
Octopus Bike
Communication, Deliberation
& Collaboration

11. 2. Social Identity, Motivation,
Performance, and Ethics

12. Social Identity Theory: identify who you are
Personal Identity
(my characteristics)
• I am 6 feet tall
• I am outgoing
Social Identity
(groups to which I belong)
• I am an Indonesian
• I am a civil servant of the
Indonesian government
Compared to…
Other individuals Members of other groups
Who am I?

13. Social Identity Theory
Need for
self-esteem
Personal
identity
Personal
achievement
Social
identity
Group
achievement
Self-esteem
As a civil servant,
devote yourself
for the national
development
Who are you?
Success
Factors of
Korea
Economic
Growth
Education
Professional
Bureaucracy

14. Public Service Motivation (PSM)
▪ PSM: an individual's
predisposition to respond to
motives grounded primarily
in public organizations
▪ Individuals with greater
PSM are likely to perform
better in public sector work
(Source: Perry & Wise, 1990)
PSM
PUBLIC
INTEREST
SELF-
SACRIFICE
CIVIC
DUTY
COMPASSION

15. EPRS Model
Extrinsic rewards are the tangible rewards given by his/her
organizations, such as pay raises, bonuses, promotions, and
awards (Intrinsic rewards are ones that come from within the
employee; an employee who is motivated intrinsically is
working for his/her own satisfaction)
Source: Porter-Lawler Expectancy Theory
Perceived value of
rewards
Perceived
probability that
effort will result in
performance
Perceived
probability that
effort will result in
desired reward
Effort
Competencies
Role perceptions
Performance
Extrinsic rewards
Intrinsic rewards
Satisfaction
Perceived equity of rewards
Reward

16. Appraisal Grade Grade S Grade A Grade B Grade C
Payment Scope Top 20% 40% 30% Bottom 10%
Performance Pay
Rate
172.5% of
monthly salary
125% 85% 0%
Champion Mediocre
16
Performance-related Pay Scheme for Middle- and Lower-Level Officials
Salary, particularly new employee’s salary, should be increased
in order to maintain a basic quality of life
* Note: Senior officials can have 8~10% of annual salary for the Grade S

17. Best Civil Servant Awards of
the Republic of Korea
• It has several categories: economic
revitalization, citizen safety, talent
development, fulfillment of social
values, and enthusiastic
administration (innovation)
• One of the following incentives will
be granted to an awardee:
special promotion, special pay scale
increase, pay for performance,
highest appraisal grade, or training
opportunity in overseas.

18. PRACTICING MERIT PRINCIPLES
Merit principles
▪ Recruit, select, and promote
based on merit, after fair and
open competition.
▪ Provide equal pay for equal
work and reward excellent
performance.
MERIT-BASED RECRUITMENT
& SELECTION
MERIT-BASED PROMOTION
MERIT-BASED REWARDS

19. Major Laws for Strengthening Public
Service Ethics and Property Registration
• The Public Service Ethics Act (PSEA) of 1981
• The Anti-Corruption Act (ACA) of 2001
• The Improper Solicitation and Graft Act of 2015:
• No free meal (Limit: no more than $30)
• No gift (Limit: no more than $50)
• No congratulatory or condolence money (Limit: no more than $50)
• Strict property registration for Grade-4 (Directors) and higher-levels
(www.peti.go.kr) and information disclosure to the public (deputy
ministers and higher-levels including political appointees)

20. 3. Building a World-Class Government
in a VUCA World
⚫ VUCA: volatile, uncertain, complex, and ambiguous

21. Building “New Indonesia” as the 2nd Nation Building
Nation Building
Industrialization
Democratization
Advancement: toward New Indonesia
as the 2nd Nation Building

22. PATH OF THE DEVELOPMENT

23. How and What To Do in Two Worlds:
Physical vs Digital → A strong nation of soft-power
Land: The world’s 14th largest country
with more than 17,000 islands
(Population: 4th largest; about 261 millions)
It would be great to connect all
the people in a virtual space

24. 4. Leading the 4th IR in a Digital Era

25. The 4th
Industrial
Revolution
(2nd Information Revolution)
Indonesia needs
to be a LEADER
of the
4th Industrial
Revolution (IR)

26. Government Office for Artificial Intelligence?
Presidential Committee on the 4th Industrial Revolution (PCFIR)
www.4th-ir.go.kr
“Artificial intelligence” will
change all industries in the
future as “electricity” has
changed all industries.

27. Adaptation of Human Work towards an AI Society:
Need to recruit “AI experts” in government.
Is your agency able to recruit them? Otherwise, “a new job classification” is needed
New employees need a high level of “digital literacy.”
Need to build a
digital government
or digital
bureaucracy

28. 2nd Information Revolution: Better, Faster, and Cheaper Service
Gangnam-bot for a parking service
Daegue - Ddu-bot for a passport service
IoT
Local
governments
utilize AI

29. ❑ Survival of the fittest
❑ Survival of the reformist
Continuous reforms at all times
❑ An era of administrative transformation
Global Trends of Reform
찰스 다윈의 진화론
It is not the strongest
of the species that
survives, nor the most
intelligent, but the
one most responsive
to change.
(Charles Darwin, 1809)

30. 5. Lessons Learned

31. Metamorphosis is needed
Butterfly transformation
Growth and success come only through
continuous effort and struggle,
my success has been the product
of many years’ struggle.

32. Performance Equation
• Performance = F (Competencies
X Motivated Efforts)
• Continuous development of
competencies (skills, knowledge,
abilities, values, attitudes: SKAVAs)
• Motivation by intrinsic and
extrinsic rewards & incentives

33. Fundamental Reframes to Reform
33
From To
can’t change without a crisis ALWAYS KEEP IMPROVING
it wouldn’t work here LEARN FROM OTHERS
manage process ACTIVELY PROBLEM-SOLVE
try to please everyone HAVE THE COURAGE TO PRIORITIZE
communicate top-down NURTURE TWO-WAY ENGAGEMENT
the perfect plan EMPOWER PEOPLE TO GET IT DONE
Source: McKinsey. 2019. Reframe to Reform: Putting people at the center of government transformations.

34. Professor Pan Suk Kim’s Profile
• Dr. Pan Suk Kim is currently a Professor of Public Administration in the College of Government and Business
at Yonsei University in South Korea. He is also an elected lifetime international fellow of the National
Academy of Public Administration (NAPA) in Washington, DC.
• Dr. Kim has broad experience as an expert in governmental affairs. He was Secretary to the President for
Personnel Policy (Presidential Appointee) in the Office of the [Korean] President and the Minister of the
Ministry of Personnel Management of the Republic of Korea.
• He was the Dean of the College of Government and Business at Yonsei University. He received his Ph.D.
degree from the American University in Washington, DC.
• He was the president of the Korean Society for Public Personnel Administration (KOSPPA) as well as
regional and international associations including the Asian Association for Public Administration (AAPA) and
the International Institute of Administrative Sciences (IIAS) in Brussels. He was a member of the United
Nations Committee of Experts on Public Administration (UNCEPA) in New York for two terms and was a
Vice Chairperson of UNCEPA.
• He has received several awards including the International Public Administration Award (2009), the Paul P.
Van Riper Award for Excellence and Service (2012), the Donald C. Stone Service to ASPA Award (2019), and
the Fred W. Riggs Award (2019, SICA) from the American Society for Public Administration (ASPA). In
September of 2017, he received the Warner W. Stockberger Achievement Award from the International
Public Management Association for Human Resources (IPMA-HR).
• He can be reached at pankim@gmail.com