Public Personnel Management in Bangladesh
“Civil Service Management in Bangladesh”
ü Authors
Name:
·
A M M Shawkat Ali
ü
Publisher Name:
·
Mohiuddin Ahmed
ü
Total Chapter: Ten
ü
Total pages: 229
pages
ü
First Published:
·
2007
ü Second
Impression
·
2010
ü
Publisher:
The University Press Limited
Red
Crescent House
61
Motijheel C/A
P.
O Box 26aa
Dhaka
1000
Bangladesh
Fax:
(88 02) 9565443
Email:
up@bangla.net
Website:
www.uplbooks.com
ü
Cover Design :
· Ashraful Hassan Arif
ISBN-978 984 506 0035
Contents
|
Chapter
No. |
Name
of the chapter |
Page
No. |
|
Chapter |
Introduction
|
01-01 |
|
Chapter 1 |
Need
Assessment Relating to the Size of Civil Service |
02-03 |
|
Chapter 2 |
Recruitment
to Civil Service |
04-05 |
|
Chapter 3 |
Pay
and Pension |
06-07 |
|
Chapter 4 |
Deployment
Policy and Management |
08-09 |
|
Chapter 6 |
Training |
10-11 |
|
Chapter 7 |
Disciplinary
Control |
12 |
|
Chapter 8 |
Promotion Policy and
Practice |
13-14 |
|
Chapter 10 |
Openness versus
Secrecy in Government |
15-16 |
|
Chapter |
Conclusion |
16 |
The book "Civil Service
Management in Bangladesh" in Bangladesh has been written by A M M Shawkat Ali. He joined the
former Civil Service of Pakistan in 1966 and served in many important positions
in the government of Pakistan and Bangladesh. He retired from service as
Secretary 2001. He is now engaged himself in private sector research and
consultancy and contributing columns to major English and Bangla dailies,
besides working as Adjunct Professor in East West University, and Civil Service
College, Dhaka.
However, In this book writer
demonstrate the Civil Service System in Bangladesh regarding size, structure,
recruitment, deployment, pay and pension, training, disciplinary control,
pension policies, practice and openness versus Secrecy in government
wonderfully. In every single topics, he has tried to explain ins and out of the
content in a chapter regarding Civil Service Management in Bangladesh. He also
covenants on the existing problems of civil service management in Bangladesh
and has tried to give the way to solve the problems regarding Civil service
management in Bangladesh. Yet, from this point of view, as a student of Public
Administration, I have tried to summarize the main contents of this book under
the several chapters.
Chapter: 1- Need Assessment Relating to the Size of Civil Service
The
first chapter mainly deals with the ‘Need Assessment Relating to the Size of
Civil Service’ grounded on the heading of the structure and process of need
assessment, need assessment under revenue budget, development budget and need
assessment by committees etc. To explain the term “Need assessment relating to
the size of Civil Service” this chapter mainly emphasis on the roles of some committees
like Administrative Service Reorganization Committee (ASRC) and CARC.
Basically, CARC was formed through the recommendation to rehabilitate the Civil
Administration in a war-ravaged country by GOB, 1972. After that, ASRC dealt
extensively with a new structure and administration. Also ASRC largely
illustrate with the need assessment issues in operational terms as well as
personnel planning and need assessment. In later, it was also focused on
manpower budget covering. During that period, ASRC formally proposed an
institutional framework involving structures and processes to determine
manpower needs.
Regarding
this context, the issues of need assessment effort on the size of Civil Service
as well as make downsizing the structure, personnel and functions of the public
sectors. Currently, it has find out that large government system makes result a
declaration of economic growth and increase in the rate of unemployment. Need
for need assessment of the size of government is largely influenced by the size
of the Civil Service. Notwithstanding, there is an increasing pressure internally
& externally on the government of Bangladesh to downsize or right size the government
for social and economic productive purposes.
The
structure & purposes involved in the determination of the size of manpower
in Civil Service are many and varied on the ground of political need, no
precise definition of civil servants, government budget, classification of post
etc. The structure and process of need
assessment lies in the Ministry of Establishment (MOE) which share the function
with the Ministry of Finance (MOF). Primarily, MOE conducts review and revision
of organogram, periodical inspection and compilation of data etc. are relating
to need assessment.
But,
MOE and MOF together cannot finalize the decision. The final decision is to be
given by the head of government. In this situation, it is necessary to mention
that there are two approaches followed in need assessment such as standard set-up
and set-up of a Ministry. Also, the
development budget is otherwise known as the 'Annual Development Programmed'
(ADP) is basically a documented record of approved and unapproved projects
funded by the Government and the Development Partners like Donors. The need for
assessment of Posts under the development budget follows preparation and the
approval process relating to the transfer of project personnel to the revenue
budget.
Conversely, number of
committees have played a significant role regarding need assessment. Such as
'Enam Committees report (1982) attempt to assess manpower needs of the entire
Public Sector, Muyeed Committee Report (1989) attempt to assess the need for
abolition and retention of the government organization, Narunnabi Committee
(1993) known as Administrative Reform Committee (ARC) attempted to modernize,
update and make the business of the dynamic government. And, finally Public
Administration Reform Commission (PARC) 1996 examined the issues relating to
need assessment of personnel in government mainly in statistical terms which
was set-up in December 1996. Thus, now operate effectively under need
assessment.
Chapter: 2 – Recruitment to Civil
Service
The
Second Chapter demonstrate the ‘Recruitment to Civil Service in Bangladesh’
under the direction of legal framework for recruitment to BCS, responsibilities
of the agencies for recruitment, the consultation system, recruitment policies
and practice, method and condition of eligibility for recruitment etc.
Conversely, it is not easy to describe and analyze the recruitment process of all positions in Civil Service. Due to the possibly several reasons number of people joined with Civil Service such as to become a biggest employer of government, security of tenure, lifetime job, honor and prestige etc. The legal framework for recruitment to BCS is embodied in the BCS Recruitment Rules, 1981 under the constitutional Provision. The salient features of the recruitment rules relate to eligibility in respect of direct recruitment. These include the direct recruitment has to be done made by Public service Commission (PSC), required Bangladeshi Citizen, medical fitness to be certified (except disable quota applicants), verification etc. The authority of the Government relating to the equality of opportunity. These is also the recruitment of confirmation in service which is completion of foundation and professional training. This Rules also provide for subjects for Written and Viva Voce test. In this regard, separate rules detailing the recruitment under age conditions, qualification and examination for direct recruitment. This chapter also focus on the responsibilities of the agencies or authorities regarding the recruitment which vary depending on the grading of the positions. Generally, the Head of a Department makes recruitment as an appointing authorities. Such recruitment are done by open public advertisement in the Newspapers which are lays on the terms and conditions for the candidates. These relate to submission of nationality certificate, documents of educational qualification etc. In the setting of recruitment, PSC is the vested authority which is a constitutional body and is supposed to be Independent of the executive authority of the Republic. Relevant laws and regulations empowering the Government to be exempted from the recruitment of consultation with the PSC indicate that such authority has been widely used in Bangladesh Public Service Commission Order (BPSC) 1972 was promulgated in January which was responsible for conducting test . During that period, there were two PSCs known as PSC First and PSC second. But in later due to difficulties, PSC second was abolished in 1977, and turn into one centered authority called BPSC. In 1979, regulation were made relating to produce for consultation two schedules. In final recruitment process PSC has to get a formal decision from the Government in respect of Syllabi. This chapter also highlighted a case study under recruitment policies relating to changes in syllabi where the government and the PSC got entangled in a long drawn out consultation process of finalizing reforms measures which involved separate syllabi for the general cadre. In this aspect, the various methods of recruitment are laid down in different recruitment rules such as direct appointment through competitive exam, appointed by promotion, transfer or deputation.
After the birth of Bangladesh, a sizeable number of recruitment were made such as Recruitment Rules for Appointment to Superior Posts (1976), Interim Recruitment Policy (1972) announced by the Government guided recruitment to various services and posts. During this time, separate quota reservation was included such as war-affected women, freedom fighter and tribal quota. In later, Public Administration Reform Committee (PARC) found the latest quota reservation prima facie unconstitutional matter. Various methods and conditions of eligibility for recruitment are applied since Independence to the Government servants under their own rules for recruitment.
The
rules for recruitment to civil service cadre mainly dealt with the procedure
for recruitment, the period of probation and conditions. In 1992, elaborate
recruitment rules were frames for appointment to various Cadre of BCS. From this
context, it can be also said that, the conditions for recruitment as regards
age & Syllabi were changed from time to time on the ground of the
necessity. For the recruitment made in 1982, Statutory Regulatory Orders (SROs)
have played a significant role. Still,
in fine it can be said again ‘Recruitment to Civil Service’ is a crucial and
sensitive activities of Government as well as PSC which ensure the effective
running of the State.
Chapter:
3 –Pay and Pension
Chapter
three mainly illustrate the ‘Pay and Pension’ of Civil Servants in Bangladesh
based on the principles of Regulatory framework, pay, pension, consequences of
resignations, dismissals and removal, interruptions in service, categories of
position, re-employment of pensioners and gradual evolution of pay and pension
structure after 1971.
Pay
and Pension are areas that form part of the Civil Service Management. It is
well known that, appropriate pay commensurate with the level of
responsibilities is necessary to maintain efficiency, morale, honesty and
integrity in civil service as well as essential to attract the best available talents
to join civil service. This chapter also explain the major deficiencies of pay
and pension system regarding lack of resources, lack of coordination, lack of
concentration and imbalances of pay and pension. However, Pay and Pension has
now become necessary to rationalize the pay structures and base it on
recognizable levels of responsibility in all area of administration. Though, there
are a number of rules governing the pay and pension structure that date back to
the British Colonial period such as Government of India Act, 1835, East
Pakistan Service Rules (EPSR), Fundamental Rules and Subsidiary Rules (FR &
SR). The pension rules as embodied in the Civil Service Regulations (CSR).
Notwithstanding, payment of pension to Civil Servants is governed by a separate
set of regulatory framework.
After,
1947 East Bengal Service Rules (EBSR) was formulated in May 1, 1953 by the then
Finance Department, later it was turned into East Pakistan Service Rules
(EPSR). But after 1971, it was further turn into Bengal Service Rules (BSR)
without any amendment. The reprinted BSR in 1983 was issued by the MOE. But in
earlier BSR do not relate to pay and pension, later it cover a wide range of
areas pertaining to terms and conditions of service of government including the
amendments of unified grading structure in pay and pension. In this honor, in
the Ministries the accounts unit supported by the administration branch
generally are responsible for application and interpretation of rules relating
to pay, pension and other allied matters under the decision and authorization
of MOF. In the milieu of this arrangement, BR defined the pay including Pay,
special pay, personal pay, fees, officiating pay, and compensatory
allowances and full sanctioned, pension etc. Special pay is defined as
especially arduous nature of duties and a specific addition to the work or
responsibility. Here, personal pay and substantive pay have been discussed
also. Pension includes gratuity. In the case of pay, the rules relating to
pension are elaborated and divided into some areas such as General Rules,
Conditions for qualifying service, the method of reckoning service, condition
for grant of pension and amount of pension etc. This chapter also confer the
consequences of Resignations, Dismissals, and Removals under the rules of
government regarding pay and pension.
Consequences
of interruption in service entails forfeiture of past
service with certain exceptions like authorized leave of absence. This chapter
also illustrate the number of category of pension such as compensation pension,
invalid pension, super annulation pension and retiring pensions. A re-employed
pensioner is required to declare to the appointing authority, the amount of any
gratuity, bonus or pension granted to lies in respect of the earlier
employment. But after 1971, gradual evolution of pay and pension structure is
taken up for discussion and analysis. During that period, reorganization of
service, pay and pension structure had played significant role to changes in
pension structures. Changes in pay structure issues been made by the government
in 1973, 1977, 1985, 1991, 1997 and 2005 through the constitution of National
Pay and Commission (NPC) which recommend upward revision in pay for all grades
of Civil Servants. In 1977, NPC was turned into National Pay and Service
Commission (NPSC). During that period, remunerative patterns also fixed based
on the recommendation of ASRC. In this context, it is necessary to point out
that the principles for equal pay for equal work and pay based on quality
related to functions which are socially useful
have perhaps been overemphasized.
In
this apprehension, national pay and Service Commission (NPSC) provided National
Pay Scales of different grades of civil servants. Finally BSR provided
elaborate conditions of entitlement to pension of Civil Servants with a maximum
limit. The revised rules of pension and recruitment benefits were modified
first on December 21, 1982 and then on August 1, 1993. So I is clear that, the
scale of pension admissible to a retired Civil Servants has been liberalized to
a much greater extent than in the colonial era. There is also provision for communication
of pension to the extent of entitlement in which case the retired Civil
Servants can get the whole amount of such communication and cease to be a
pensioners in a technical sense. So, it is clear that pay and pension is much
important matters to the Civil Servants who run the state.
Chapter: 4--Deployment Policy and Management
Chapter
four principally covenants with the ‘Deployment Policy and Management”. It is
an important part of Bangladesh Civil Service but there are many deficiencies regarding
deployment policies and management because it is viewed as a routine activity,
lack of information and difficult to make sense act of numerous government
notification. A carefully planned and implemented deployment conduces to
efficiency, quality and output of work. An appropriate authority is responsible
for deployment and management of civil servants based on existing rules and
regulations. The principles of Deployment (transfer) is found in a Provisional
Government Order on (PGO) May 1962. Transfer or Deployment should be viewed
from clear to class based on the principles. Where class I and II officers
shall be liable to serve in any place in the province (Country) and Class III
and IV of Government Servants shall be much more infrequent. Such transfer may
be based on representation by the officers, opinion of immediate superior or
public complaints as well as wishes of politicians etc. Under Perspective
Policy of 1970, the ASRC (1973) took cognizance to develop professionalism
based on the need to divide senior Civil Service Positions where at the policy
management level, officers should be rotated in allied Ministries.
In 1982 under Military Regime, a Memorandum was issued requiring transfer of all offices from their place of duty where they had spent a period exceeding three year without certain number of specialized position. The three-year rule was to apply in cases where both husband and wife could be transferred to another places of duty where provided post were available for both of them.
The management framework attempt to analyze the transfer and posting of Civil Servants. After, the Independence of Bangladesh. The Ministry of Establishment (MOE) dealt with transfer of such Class I officers belonging to the Civil Service of Pakistan (CSP). In 1989, Rules of business was amended. Rules of Business is an important document that define procedure for translation of business in the government for the purpose of issues of management framework. In this regard, Rules of Business operated under two parts relating provides the rules, and allocation of Business among the different Ministries and Division. Ministry of Establishment (MOE) also enjoy preeminence over other Ministries regarding review of organization, functions, methods and procedures of Ministries, division, Department, and matter relating to Recruitment Rules for all service etc.
The Rules of business provide clear delegation of authority in respect of personnel management at the top. Term appointment and transfer are clearly used in case of MOE for a certain category of officers for which approval of the Prime Minister is required. The management framework relating to transfer and posting officers indicate mixed elements of centralized and decentralized authority. The operation of management framework also provide some framework regarding this issues.
Conversely,
Deployment in Civil Service in terms of transfer and posting should not be view
as a routine activity of the government. It should rather be viewed as an
important tool designed to achieve efficiency in the disposal of public
business. In this regard, there is need to rotate officers based on the
aptitude and skills that conduce to better management of public business and
deployment of professionalism in Civil Service.
Chapter: 6 --Training
Training
is the process of learning that is provided to improve performance of an
employee for doing a particular job. Chapter six chiefly illustrate the term
‘Training of Civil Service’ based on the historical antecedents, training and
national planning documentation, review of training institution and courses,
deficiencies of training, military training for BCS cadre, recent trends,
financial management and rationalism.
Nevertheless,
it is well known that successful management of functions in any organizations
depends on the quality and skills of the personnel. The Civil Servants training
has been development through passing a historical antecedent from British
Colonial Period to present. Two types of training provided to the Civil
Servants such as the Academic Training and on the Job Training where Civil
Service Academy played a significant role. Similar importance had given in
Pakistan Period. During that time, Pakistan Military Academy had provided
Military training of the Civil Servants at Kakul. After 1971, ASRC & NPSC has made the
recommendation for the purpose development of Civil Servants training. ASRC has
provided the recommendations of Interim training, Institutional framework and
arrangement, training method and techniques where NPSC provided the
recommendation of foundation training, mid-career planning and Senior
Administrative Training. During that time, Gazette Officers Training Academy (GOTA),
National Institute of Public Administration (NIPA), Staff Training Institutive,
BARD and Police training Academy was formed from 1971 to 1984. Later, through the collaboration and merged of
NIPA, GOTA, STI and Bangladesh Administrative Staff College (BASC), BPATC was
formed in 1984 through the Act of Parliament. The National Planning documents starting from
the First Five Year Plan (F-FYP) 1997 to 2002 stressed the importance of
training of Civil Servants.
Now
different Training Institutions have provided training to the personnel. In
this regard, BPATC has played significant role to provide Civil Service
Training under the Senior Staff Course (SSC), Advance Course on Administration
and Development (ACAD) and Foundation training Course (FTC). Senior Staff
Course (SSC) is designed to provide training to Joint Secretaries or equivalent
officers, ACAD is designed to provide training for the Deputy Secretaries and
their equivalents; FTC is designed to provide training to the fresher’s. And
all the courses includes training methodology, Subject area and evaluation.
This chapter also emphasis on the numbers of major training institutions in
Bangladesh such as PATC, BCS Training Academy, NAEM, and Financial Management Academy,
Police Training Academy RDA, BARD, etc.
and so on. However, the major deficiencies of training institutions are lack of
qualified and well trained Staff, lack of integration, lack of physical
capacity, unavailable of foreign training opportunities etc.
In
1976, Bangladesh Military Academy (BMA) was established in Chittagong for
providing Military Training for BCS cadre regarding strategies of War, Weapons,
physical and security etc. The recent trends of Civil Service training lies on
the titled of ‘Strengthening of Public Administration Training in Bangladesh.
Finally
the desirability and feasibility of merger of Institutions developed the
concept of ‘Rationalization’ including the development of cluster concept. In
this regard, it can be also said that, to improve the Civil Serviced Training,
many NGOs and Volunteer organization as well as private sector organizations
provides training opportunities regarding the training and capacity building of
Civil Servants.
Chapter: 7 – Disciplinary Control
Chapter seven essentially
covenants with the ‘Disciplinary Control’ based on the historical antecedents,
regulatory framework, Government Servants Conduct Rules (GSCR), Government
Servants Discipline and Appeal Rules, Role of Court and delegation of Authority
etc. Disciplinary control refers to the control by disciplinary bodies which
are concerned with making sure that people as well as Civil Servants obey rules
and regulations of the republic and they are punished if they do not. The
earliest regulatory measures relating to disciplinary control is associated
with the ‘Charter Act of India 1833’, confidentially reporting against the
conduct of Civil Servants is the main mechanism to control the behavior of
Civil Servants.
Board of revenue would
make preliminary inquiries on receipt of allegation of misconduct against any
covenanted Civil Servant and sent to the Court of Directors of EIC. Thus, the
Government of India Act of 1919 had laid down that no officers could be
dismissed from the service by any authority Subordinate to that by which he was
appointed. In this regard, after the Independence of Bangladesh, the Government
of Bangladesh adopted the principle of Government of India Act 1935 concerning
the disciplinary issues.
The Government Servant
Conduct Rules (GSCR) 1979, is the basic rules for disciplinary control of Civil
Servants where it has a long list of Do’s and don’ts. Later GSCR makes a
government servants liable for disciplinary action under Government servants
Disciple and Appeal. The Rules embodied in GSCR are in the nature of
prohibitory injunctions that restrict government servants from certain actions.
GSCR formulate some prohibitory rules
regarding politics, nepotism, propagation of sectarian creeds and political
influences. The Government Servants Discipline and Appeal 1985 is appropriate to
all classes of government servants with some exceptions. This rules deals with
the grounds of penalty which can be imposed on whom violated
the rules of GSCR.
GSDAR also provide
major and minor penalties in this regard. However, in case of major penalty
there is a provision for consultation with the PSC. It is necessary to provide
an opportunity to the effected servants to defend his conduct. Public Servants
Dismissal on conviction Ordinance 1985 lays down that if a public servants is
convicted under any law punishable with death, transportation on imprisonment. Imposition of Penalty for breach of rules of
conduct lies with the appointing authority. For cadre service, the president
and other delegated authority deals with the disciplinary causes. However, to
ensure the proper movement of Civil Servants and achieve desire goals, the
issues of Disciplinary actions is rudiments to all extent.
Chapter: 8--Promotion Policy and Practice
Chapter
eight generally compacts with the ‘Promotion Policy and Practice’ based on the
concept of regulatory framework, promotion to senior scale, the structure and
processes of promotion, politics of promotion to senior position, promotion
prospect, recent development and need for a civil service law etc. Yet, in the Civil Service System, Promotion
Policy and Practice is based on seniority, merit and good conduct.
Historically, The Charter Act 1833, priorities on promotion, based on the
performance than to merit. Governor General Council Order, 1834 also emphasized
on merit based promotion.
Governor-General in Council Order, 1835 report came to be known as ACR which emphasized the seniority and merit based principles for promotion. Policies, Structure and process of promotion begins with a kind of hindsight which explain the major element of the structure centered on the need to have both central and provincial service as well as Indian Civil Service (ICS) and Civil Service of Pakistan (CSP)) respectively. The situation of promotion policy and practice formulate phases in Bangladesh was very complex under the recommendation of ASRC (1973). Later, Seniority Rules were framed and published after 1983 based on the 29th BCS Cadre where promotion to Senior Positions can be categorized into promotion to senior position (Internal Promotion), Promotion to various secretariat position (external) and Promotion to Senior Scale. BCS Recruitment Rules were framed in January 1981 as a regulatory framework of promotion policy based on three-tier structure. Such as Colonial Committee on promotion, Superior Selection Board (SSB), and Special Promotion Committee (SPC). The main purpose of these committees are to political control over promotion to superior post. Promotion to Senior Scale done through Bangladesh Senior Scale Promotion Examination.
However,
BCS Recruitment Rules 1981, provided a three-tier Structure for promotion
regarding superior Selection Board (SSB), Ministerial Committee commonly known
as DPC and the highest authority President or Prime Minister. Later, three-tier
structure were upgraded. This Chapter also illustrate the Promotion Procedures
according to existing decision through the role of SSB, Council Committee, and
SPC for deputy Secretary, Deputy Secretary, DPC etc. In this regard, Seniority
is determined on the basis of recruitment as well as promotion. Also, merit is
determined solely on the basis of ACR. Politics of Promotion to senior position
in the secretariat is a late survey phenomenon lies on the term of SSP based on the recommendation of Pay and
Service Commission (P&SC) in 1977 which designed to be a fast track Civil
Service recruitment system. Navy Chief Rear Admiral Sultan Ahmed Committee
1983, reviewed the structure of SSP and recommended measure with a view to
ensuring promotion perspectives of various cadres.
This Chapter also debated the recent development of Promotion system to the Civil Service through re-introduced quotas system, through the contribution of MOE, SSB, ACR and Scoring recruitment by the competitive examination. From this context, the need for a Civil Service Law is also approved to remove the incompatibilities regarding the Civil Servants Promotion and Practice in Bangladesh.
Chapter: 10 Openness versus Secrecy
in Government
Chapter
ten essentially focus on the ‘Openness versus Secrecy in Government’ under the
headings of freedom of Information, legal framework, Official dissemination
system, mechanism for access to Information etc. Openness in decision making is indispensable
precondition for achieving transparency and Good-Governance that ensure accountability.
In this regard, this chapter illustrate the historical and global context of
openness VS secrecy in government where Sweden adopted the concept and practice
of open government in 1766, Denmark and Norway had passed their legislation
during twenty-century. USA and UK had adopted the mentioned policy respectively
in 1966 and 1991. South Asian Countries like Bangladesh, India also Sri-Lanka
adopted some policies regarding the issues recently.
This
chapter also contended that freedom of Information Act are varied from country
to country based on Administrative Structure. For disclosure of Information,
USA is chained to be an Open Society with emphasize on Individual right to
which the Government is subservient, although the relevant law provides for
penalties for any agency who arbitrary withhold information.
In
Bangladesh, there is no constitutional provision to the right of a citizen to
have access to official information. But the constitution guarantees the
freedom of thought, speech, movement and conscience. Also, FOIA is guaranteed
in the Information Law in article 19 of the constitutions. The regulatory framework for protection, communication
and dissemination of official information derives its authority from the
Official Secrets Act 1923 and the Rules of Business. The security classification
of official documents is embodied in the Official Secretary Act, which also
define the roles and responsibilities of government official. The classification
of this system includes the secret, secret, confidential, restricted, for
official use purpose etc. In this regard, the rules of conduct require that unless
generally or specially permitted by the Government, a civil servant is
prohibited from disclosing directly or indirectly to his colleagues in other ministries,
divisions or departments the contents of any official documents.
Nevertheless, the World Bank (1996) reviewed the state of transparency in Bangladesh government and suggested measures to enhance transparency that are foundation of accountability as well as security of a state. For instance, some of major documents containing information on economic and social fields such as those published by the Bangladesh Bureau of Statistics (BBS) are open to public. Secretariat Instructions act 1976 includes the official dissemination system within the government. The forms of communication defined in the Secretariat Instructions are many. Such as Official latter, Official Memorandum, Semiofficial letter, unofficial note, Endorsement, Notification, Resolutions, Office Order and circular etc. In Bangladesh within the restrictive framework, there is a mechanism such The Bangladesh Gazette. for providing access to Information to the citizens where the gazette are published all important notifications, resolutions, transfer, appointment and promotion orders, circulars, SPOs, rules, regulations and acts. Finally, it can be said that, to develop the access to information system Law Commission has also prepared a draft of Right to Information Act.
In
fine, I would like to say that, this book will help to the learner to get basic
and deep idea about the Civil Service system in Bangladesh as well as
management system. Such as, the chapter Need assessment relating to size of
civil service mentioned here, the rational size of civil service system
regarding downsizing government, recruitment to civil service included and
explained smoothly the legal framework for recruitment, method and policies.
Pay and pension also explained the necessity of this in civil service. Thus,
every chapter has given the core concept of Civil Service Management in
Bangladesh through deep analysis.
No comments