Exploring HRM Practices and Employee Performance in Nepalese Civil Services
Added on 2019-12-03
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RESEARCH DEGREE PROPOSALVersion 11 –May 2007Candidate detailsPrevious NameGiven NameFamily NameN/AtCheck this box if over 25 at enrolmentQualificationsFirst Degree / Class / Year / InstitutionPostgraduate Degree / Year / InstitutionUWIC Enrolment NumberFirst LanguageEnglishIELTS Score if applicableOverallN/AReadingN/AWritingN/AAcademic referees namesDate of Enrolment Proposed Mode of StudyFull TimeProposed Research DegreePhDSchool AffiliationManagementProposed Supervisory TeamDirector of StudiesAs Directorof StudiesMPhilProfDocPhDCompleted supervisor training?YesCurrent supervision000Successful completion00SupervisorCompleted supervisor training?YesCurrent supervision010Successful completion03SupervisorCompleted supervisor training?NoCurrent supervision00Successful completion00AdvisorDate submitted to School Research Degrees Sub-committee Considered and supported Considered and referred to RDCNameSignatureDateResearch Degrees Committee1
Approved Approved subject to recommended changesRejectedNameSignatureDate2The programme of researchTitleEvaluating The Impact Of Human Resource Management (HRM) Practices In Reorganisation And Performance Of Civil Service In Nepal.Background and ContextHuman resource practices are plays a significant role in developing results at every level of operations.These practices and policies are adopted by business units, social groups and government as well.These policies and procedures are demanded at every state of operations in order to analyse andunderstand the needs and requirements of individuals. Civil service is the branch of governmentservice where employees are hired to strengthen the national services for delivering better delivery ofpublic goods and services. Nepal suffered high political instability and inflexible working practiceswithin the country for substantially long time frame (World Bank Group, 2013). It was a sovereigncountry which has adopted the monarchy rule till the year 2006. It has become a republic in 2008 afterending the monarchy system. Nepal became a Republic in the year 2008 after monarchs had ruled thecountry for most of its modern history. The Monarchy of King Gyanendra was abolished in April 2006after the Maoist rebels fought a long campaign against the system As a result, a new governmentdominated by Maoists was formed in the year 2008 (Nepal profile, 2015). Consequently, the country’shistory has suffered political instability and a poor record of inflexible working practices (World BankGroup, 2013). The immediate priorities of the new government included addressing human resourcemanagement (HRM) issues and developing the civil services. According to Shakya (2009) there wereseveral attempts to reform the Nepal Civil Service, but despite these efforts the commission,government officials did not have the political will to reorganize and introduce Civil Service Reformson a result-oriented basis. In the 1990s, Nepalese government set up an Administrative RestructuringCommission (ARC) in order to reorganise the Civil Service in Nepal (Uprety 1997). Previousresearches founded that low staff morale, lack of motivation less productivity, uncertain careerdevelopment prospectus, weak reward mechanism, corruption, poor management practices are thefactors responsible for ineffective workforce management of Civil Services in Nepal (Weiner, 2010).Such efforts made by the government addressed working modalities, HR system and governancearrangement. Despite many arrangements,civil service is still struggling with many difficulties i.e.low level of motivation, weak governance mechanism and poor responsiveness. This is the reason whyit seems necessary to examine that how the provisions incorporated in the AdministrativeRestructuring Commission affected Nepalese Civil Services.
Proposed Plan of work3AimThe aim of the study is to examine the impact of HRM practice i.e workforce motivation, reward mechanism on the reorganization and performance of the Civil Services in NepalObjectivesRO: 1. To critically review the literature on civil service reform and HRM practices that focus onemployee motivationRO: 2. To examine the impact of HRM practices i.e workforce motivation, reward mechanism onemployee performance working in Civil Service reorganisation in Nepal.RO: 3. To evaluate the challenges faced by the civil service officials in developing sound HRmanagement systemRO: 4. To suggest and recommend the best practices to improve workers performance in CivilServices in NepalShakya (2009), investigated the reasons of failure of civil services reforms in Nepal, in which, it isfound that in the sector, workers productivity is less due to two reasons, one is lacking staff motivationand another is due to unavailability of skilful, competent and experienced workforce. Although manyreforms undertaken, still, no significant impact was discovered on workforce mainly due tobureacucratic resistance, lacking political support, too much politicized burearucracy and inter-hirearchical rivalry. However, efficient human resource management practice is a great measure thathelps to overcome both the issues. Here, it is of critical importance to study the impact of HRM onperformance & reorganization of Nepalese civil services, because, public sector is the major providerof social services which affects labor quality. Thus, reorganization & restructuring of the civil servicesneed qualified & talented people which bring necessity to employ best HR practice to maximizeworkforce competencies. Thus, the main target of the study is to explore that how HRM practices ofthe officials affects the performance of the staff. One of the criterions of performance management isto motivate employees so as to ensure that they are working towards the same strategic goals.Therefore, the aim of the study is to investigate the impact of different HRM practices such as rewardmechanism, staff motivation and others on the employee’s performance working in the civil sector.This study is expected to provide a theoretical contribution towards a results-oriented performance ofemployees of the civil service in Nepal.
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