An Evaluation of the Implementation of Servicom in the Federal Public Service in South-East Nigeria 2005-2011

Description

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Abstract

This research evaluated the implementation of SERVICOM reforms in the Nigeria federal public service in South-east Nigeria, with particular reference to Federal Ministry of Works, Federal Radio Corporation of Nigeria (FRCN) and Joint Admission and Matriculation Board (JAMB).

The study was necessitated by the continued decadence and stigmatization of the public service with over centralization, incessant conflicts between cadres, scant emphasis on results and concrete performance, excessive focus on compliance with regulation.

Forms and procedure, counter-productive separation of authority from responsibility at the top of the public service hierarchy, dangerously low staff morals and productivity, inappropriate staff deployment practices which often ignored the specialization of staff and corruption among others.

The study employed strategic model of Human Resources Management. To guide the study, three research questions and three hypotheses were raised. A survey research design was used for the study. The population for the study was made up 1856 staff working in the Federal Ministry of Works, FRCN and JAMB in South-East Nigeria.

Introduction

The interaction among management, personnel, and elected officials in pursuit of good governance has sparked some unique and revolutionary ideas that have continued to precipitate a shift in how personnel and its services are organized and delivered in the public sector.

Such shifts or changes can be argued to have started formally in the United States in 1883 with the passage of the Pendleton Act (Public Service Act of 1883), which began the slow process of the professionalization of the Public Service at the federal level in the United States (Batchelder and Ross, 2009:1).

The Post World War 1 & 11 socio-economic and development experiences pushed Public Service Reform (PSR) into certain position of prominence as an alternative to development.

Thus, Public Service Reforms became prominent in development policy in the 1990s as governments, more often than not, undertook reforms under budgetary pressure.

Pressured by macroeconomic imbalances, many governments promised to cut the size of their bureaucracy on the advice of most international agencies. For instance, in 1994, Kenya pursued downsizing and rationalization of the civil service while Tanzania pursued same in the 1980s.

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