Different Perspectives About Motivating Government Managers As Well As Civil Servants
Different Perspectives About Motivating Government Managers As Well As Civil Servants
The authors of this article examine different perspectives about motivating government managers as well as civil servants. During the survey, the authors assess the prevailing issues in the civil service with regard to reforms and cutback management. According to the authors, reform is inevitable if the civil service is to attain its capacity for productivity. For the reform process in the civil service, there are two notable stakeholders. These stakeholders are government managers and civil servants. Both of these parties must participate actively in the reform process for the civil service.
For the government managers, they must establish effective management tactics that have the capacity to facilitate for motivation among civil servants (Ingraham, 1983). Additionally, the government managers should have the ability to motivate the civil servants under favorable economic conditions and harsh conditions. On their part, civil servants should demonstrate the ability to adjust to changes. It is also essential for civil servants to demonstrate organizational loyalty for the reform process to take place. According to survey, bureaucracy is among the most daunting attributes that curtail the reform agenda in the civil service. In essence, bureaucracy is a pertinent stumbling block that merely maintains the status quo (Ingraham, 1983). For adequate reforms to take place in the civil service, government managers must seek to abolish all forms of bureaucracies. Collaboration between the government managers and civil servants is another critical platform for streamlining efficiency in public administration. Without collaborations, it is quite difficult for the change process to take effect. In their recommendations, the authors emphasize upon the importance of attitudes in enhancing the efficiency of government managers as well as the civil servants. If both stakeholders have the right attitudes, it is relatively easier to pursue similar goals.
Article Critique
This article has essential insights as well as shortcomings. In terms of useful insights, the article provides an essential framework for streamlining efficiency in the civil service. For many years, motivation of employees has been perceived as a management tool for the private sector. However, the insights in this article emphasize on the importance of motivational tools in the civil service. The lack of motivation has been a critical cause of the standoff between civil servants and government managers.
The incorporation of motivational tools will also significantly boost the levels of commitment among civil servants. In terms of weaknesses, the article does not include an adequate theoretical framework for management in the civil service. Some management models such as transformational leadership would be helpful in streamlining the standards of performance in the civil service. The authors also fail to draw comparisons for the management framework in the civil service and the one used in the corporate sector. Such comparisons would be essential for government managers to develop the relevant strategies of management.
Point of View
The civil service is among the most essential arms of the government. The effectiveness of government operations depends on the standards of efficiency within the civil service. In public administration, government managers are responsible for facilitating the attainment of all goals. It is thus fundamentally essential to equip government managers with adequate leadership skills. Retrenchment is an integral component of the change process in the civil service. Although civil servants might not be supportive of retrenchments, they must embrace change. Through motivational platforms, government managers can easily facilitate for the change process.
Reference
Ingraham, P. & Barrilleaux, C. (1983). Motivating government managers for retrenchment. Public Administration Review, 43(5)
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