Learner’s Submission: Development Visions of Nepal

“Nepal, being a developing country, is also experiencing the impact of the changes of the 21st century. However, as all the organizations, sectors and its operations are still done as per traditional and conventional means, the globalization and modernization is not yet imprinted in almost all sectors. Public sectors of the country is also not untouched by such problems.

Three Year Plan (2010/11 – 2012/13)
Three Year Plan (2010/11 – 2012/13) in its Social Development Policies defines its objective as:

To lay down a foundation for the overall development of the country by increasing accessibility of the local people to available resources and opportunities by providing people’s basic services and facilities in an effective manner and utilizing resources, skills and technologies under the direct involvement of the local bodies and the local people. (Three Year Plan (2010/11 – 2012/13)) – Social Development Policies

One of the objective of the Three Year Plan is to contribute in the socioeconomic development of the country by human resource development and proper management of population. The Plan visualizes to make administrative mechanism efficient, effective and disciplined by clearly defining the roles and responsibilities.

LOCAL SELF-GOVERNANCE ACT 1999
The Local Self-Governance Act 1999 is promulgated to empower local institutions, making them directly accountable to public, promote decentralization and making administration efficient. The Local Development Training Academy is involved in organizing knowledge and skills oriented training courses and workshops for public servants as well as political representatives. They are trained on administrative procedures, resource mobilization, local self-governance and leadership development, etc. As per the Act, local government bodies are encouraged to involve non-governmental organization in planning and implementation of those activities.

NEED OF CAPACITY DEVELOPMENT IN PUBLIC SECTOR
Capacity development is not about building something from the zero level but it is about improving the existing capacity. In the process of recruitment in the public sector in Nepal there is a strong scent of favouritism. Public Service Commission announces several vacancies and employees are selected on the basis of written exam and interview. But the irony is that the top level management is appointed as per political ideology and in turn, junior level employees are also selected on political pressure. Performance appraisal and evaluations of the employees are based upon the judgments and recommendations from the top level.

For any system to perform effectively capacity development in public sector is really vital. It is one of the significant factor that could assist in formulating plans and policies, making decisions and execute those plans into action. It could help in the evolution of the new work processes and can bring about a significant organizational change compatible with the environmental dynamics at the international level and as per latest upgrades. A capable and competent public servant assist in organizational strength; and his technical and managerial skills as well as positive attitude can guide an organization towards the desired position. All of the training and education make him prepared for the service; and training to improve his capacity enables him for a better job performance along with increasing his professional skills. Current Human Resource Planning focus on a systematic training need analysis at the individual, job and organizational level. But training The main objective of the Human Resource Capacity Development in the public sector is to maximize productivity also with enhancing public service delivery. It helps to improve service to the public and provide faster service by using latest technologies. It also increases the morale of the employees. Despite the fact that many capacity development training has been done in the past, evaluation and assessment of such efforts are still missing. They many have been supply-driven and not properly governed by the local governments that can link such programs with public sector plus going as per policies and development plans. Because of which it has not been able to improve the capacity of the local public service authority to enhance service delivery to the entire population and has hampered a sustainable capacity development of human resources.

CONCLUSION
In a nutshell, even though the leadership and development visions of Nepal promotes the capacity development of the human resources in the public sector; envisioning an efficient state of equilibrium, the impact of politics and the current bureaucracy in the public sector is a serious concern for a proper human resource management and capacity development.” – Sandesh Poudel – Chitwan District, Nepal

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