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7/25/2019 PMS (Provincial Managemnet Service ) as a CAREER
http://slidepdf.com/reader/full/pms-provincial-managemnet-service-as-a-career 1/35
Expectations & Challenges
Pms-6
Provincial Management Service
7/25/2019 PMS (Provincial Managemnet Service ) as a CAREER
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“Employment, Job and aCareer job”
Employment:
It is just the exchange oflabour and money
It can be as short as for
some hours.
Lesser competition and low
reward system
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Job :
! job is something you
do as a matter of
routine to earn your
livelihood in whichyour Passion is not
involved .
Limited "#ill set and
relatively more$ompetition but
generic in nature
%
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PMS as a career job *here are number of
career paths available
for a shining graduate
in Pa#istan but thereason for selecting
civil services is
diversity responsibility
associated power and
self esteem
P+" is not just
another job , its one of
the most coveted
career paths in Punjab
7/25/2019 PMS (Provincial Managemnet Service ) as a CAREER
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+ore the competition , +ore the
expectations )////0 applicants
/// appeared in
the written exam
/10 (ualified the
written part 2inally 1 of them
were selected means
almost 3 out of 3///
people Conclusion ?
6
7/25/2019 PMS (Provincial Managemnet Service ) as a CAREER
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Relation Between PersonalExpectations and Motivation
*he motivation of a wor#er
depends on his needs and
desires. *he #ey to
motivation is thesatisfaction of desires.
4nachieved personal
goals have the force to
motivate an individual.
If there are 5oexpectations , there exist
no motivation to deliver
contribute or move forward
7/25/2019 PMS (Provincial Managemnet Service ) as a CAREER
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orre a on e ween serv cedelivery and dissatisfaction
amon civil servants
"trong evidence of
deteriorating service
delivery in public sector
7e can see that if therational expectations of civil
servants are not met, they
result in general laxity and
inade(uate performance in
this sector.
8ur counterparts in the
private sector are better
off with good standard of
living. In view of this they
are not motivated to put in
their best.1
7/25/2019 PMS (Provincial Managemnet Service ) as a CAREER
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Personal Expectations !Meanin"
Personal expectations
are defined as the
underlying
assumptions which wehave about life.
7ith regard to P+"
these are the
legitimate reasonablepersonal benefits that
we expect from this
cadre9service
:
7/25/2019 PMS (Provincial Managemnet Service ) as a CAREER
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PersonalExpectations !
"ecurity Physical 9 Life
;ob
2inancial
2inancial support with regard
to establishing family
accommodation and other
facilities of life
7or#ing environment !mbiance of the offices
"eniors support
3/
7/25/2019 PMS (Provincial Managemnet Service ) as a CAREER
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PersonalExpectations !
7or# life balance Late wor#ing hours must not become a
matter of routine
!nnual recreational vacations and wee#ly
holidays Prestige & esteem
<ignity and self respect by prevalence of
merit and full appreciation of ones effort
!ssigning important jobs
"ocial status to feel valued
*hrough rich traditions and customs of the
service li#e get-togethers and events
!c#nowledgement &rewards of ones
contributions
Protection against malpractices
! sense of ownership by the seniors 33
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Professional #oal $ndExpectations
=ationale of >igh ?xpectations >igh competition
P+" as Prestigious "ervice Idealistic $oncept of the "ervice
Professional degree holders expects professional
career.
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Provincial Exec%tive&ervice
!t par with the other service group 2ederal service group
'ood career progression
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Professional 'evelopment
=igorous *raining
$areer 8rientation
;ob related courses ;ob related training
$apacity building
Professional $areer <evelopment through tailor
made courses.
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Excl%sive &ervice
2ederal $adres ?xclusively for federal services
5o uniformity
<ifferent (uotas for the P+" service
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Promotion Mec(anism
<elayed promotion +onotony of professional wor#
$areer progression *imely
Performance based
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Merit Based Post)cc%pancy
Provincial +anagement "ervice =ules. P+" =ules /3
P+" posts exclusively for the P+" officers
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Professional Career
@ualification Aased !ppointment ?ngineer against technical posts
<octors in health department +anagement sciences in finance department.
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*nd%ction Policy
=egular Induction
=evision of "yllabi
Induction of 5ew "ubjects
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*nteraction serviceplatform
Aetter interaction of the senior and juniors
+ore interactive environment. Pa# *ea >ouse
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Post Retirement
"easoned officer are considered an asset 8pinion on Policy +a#ing
$areer 'uidance *hin# tan#s
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Proposed Provincial +anagement
"ervices =eforms
7/25/2019 PMS (Provincial Managemnet Service ) as a CAREER
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)bjectives of Reforms
*o improve the capacity of the P+"
cadre to become responsive in
delivering basic public services to thecommon citiBens in an efficient
effective and e(uitable manner
*o attract retain motivate and develophigh (uality P+" 8fficers to improve
the functioning of the provincial
government.
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+eed for Reforms
!bsence of a long term human resource
development policy
8fficers have become ris# averseindividuals who avoid ta#ing timely
decisions
!mbitious officers ta#e partisan positions =apid turnover and transfers at the
behest of the politicians in power.
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+eed for Reforms
7idespread rent-see#ing activities
=eliance on anti(uated and outdated rules and
regulations
*urf fighting self preservation and adversarial
relationship between the 2ederal and the Provincial
"ervices
5o incentives for improving performance and
behavior.
7/25/2019 PMS (Provincial Managemnet Service ) as a CAREER
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olistic Reforms
=ecruitment and Induction
Post-Induction *raining
$areer Path Planning and Progression Performance +anagement
*raining and <evelopment
$ompensation and Aenefits <iscipline and $ode of ?thics
$adres and $omposition
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=ecruitment and Induction
=eforms
8pen transparent merit-based recruitment
"tandards eligibility criteria assessment methods
and selection procedures should be rigorous
"trengthening the capacity of the PP"$
$omprehensive Psychological !ssessment
Participation in job fairs and presentations to the
potential candidates in the educational institutions
by PP"$.
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Post Induction *raining
=eforms
!n autonomous dedicated institute for
training Provincial +anagement
"ervices 8fficers Increased scope length and breadth
of training
=esults oriented training Provision of ade(uate infrastructure
and facilities for training.
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$areer Path Planning and
Progression
?(uality of opportunity should be provided
for career progression and appointment to
senior managerial positions to all services. $areer progression should be based on
performance on the job training outcomes
and s#ill upgradation and demonstration of
potential. Promotions and progression should be at
par with the 2ederal $ivil "ervices.
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*raining and <evelopment
=eforms
*raining institutions should be mandated to develop
the capacity for policy research
4tiliBe the academic institutions and non-
government training institutions to augment trainingresources
>iring full-time faculty members in #ey areas of
expertise at +P<<.
"pecialiBed and professional training should begiven e(ual weight as managerial training
8pportunities for training at 2oreign Institutes for
those who manage to secure admission.
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$ompensation and Aenefits
=eforms
! living wage and compensation
pac#age including decent retirement
and other welfare benefits should bemade available.
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<iscipline and $ode of ?thics
=eforms
? & < =ules should be revised to allow
officers to ta#e initiative solve
problems and be held accountable forresults rather than to go through the
rituals and processes.
P+" 8fficers !ssociation shouldformulate a $ode of $onduct and ta#e
notice of its violations.
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$adre and $omposition
=eforms
! separate cadre for P+" 8fficers who
are promoted from ministerial staff
superintendents etc. Provincial ?xecutive "ervice should be
constituted on the lines of the 5ational
?xecutive "ervice to be open to theofficers of P+".
Implementation of %/C (uota in
2 d l " i