Provincial Management Service

Expectations & Challenges

Pms-6

Employment, Job and a

Career job

Employment:

It is just the exchange of

labour and money

It can be as short as for

some hours.

Lesser competition and low

reward system

Job :

A job is something you

do as a matter of
routine to earn your
livelihood in which
your Passion is not
involved .
Limited Skill set and
relatively more
Competition but
generic in nature
3

Career Job

A career, is more than a

job it is a long-term pursuit
of a lifelong ambition.
It involves passion,
continuous
development and learning
It comprises of working and
many other aspects of life
as well
Great competition in the
market and refined skill set
is required for career jobs

PMS as a career job

There are number of

career paths available
for a shining graduate
in Pakistan but the
reason for selecting
civil services is
diversity, responsibility
associated power and
self esteem
PMS is not just
another job ; its one of
the most coveted
career paths in Punjab

More the competition ; More the

expectations

40,000+ applicants
25,000 appeared in
the written exam
508+ qualified the
written part
Finally 28 of them
were selected means
almost 1 out of 1000
people

Conclusion ?
6

Relation Between Personal

Expectations and Motivation

The motivation of a worker

depends on his needs and
desires. The key to
motivation is the
satisfaction of desires.
Unachieved personal
goals, have the force to
motivate an individual.
If there are No
expectations ; there exist
no motivation to deliver ,
contribute or move forward
7

Correlation between service

delivery and dissatisfaction
among civil servants

Strong evidence of
deteriorating service
delivery in public sector
We can see that if the
rational expectations of civil
servants are not met; they
result in general laxity and
inadequate performance in
this sector.
Our 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.

Personal Expectations :
Meaning?

Personal expectations
are defined as the
underlying
assumptions which we
have about life.
With regard to PMS
these are the
legitimate reasonable
personal benefits that
we expect from this
cadre/service
9

Personal
Expectations :

Security

Physical / Life
Job
Financial
Financial support with regard
to establishing family
accommodation and other
facilities of life

Working environment

Ambiance of the offices

Seniors support
10

Personal
Expectations :

Work life balance

Late working hours must not become a

matter of routine
Annual recreational vacations and weekly
holidays

Prestige & esteem

Dignity and self respect by prevalence of

merit and full appreciation of ones effort
Assigning important jobs
Social status to feel valued
Through rich traditions and customs of the
service like get-togethers and events
Acknowledgement &rewards of ones
contributions
Protection against malpractices
A sense of ownership by the seniors

11

Personal Expectations :

Social Recognition

Authority and Influence

Positive projection and

marketing of the
service at all levels
Perks and privileges
Sufficient power and
authority to get the
things done smoothly

Inter-services
Professional & Cordial
working relations
----------------------------------------------

Professional Goal And

Expectations

Rationale of High Expectations

High competition
PMS as Prestigious Service
Idealistic Concept of the Service
Professional degree holders expects professional
career.

Provincial Executive
Service

At par with the other service group

Federal service group

Good career progression

Professional Development

Rigorous Training
Career Orientation

Job related courses

Job related training
Capacity building

Professional Career Development through tailor

made courses.

Exclusive Service

Federal Cadres Exclusively for federal services

No uniformity
Different quotas for the PMS service

Promotion Mechanism

Delayed promotion

Monotony of professional work

Career progression

Timely
Performance based

Merit Based Post

Occupancy

Provincial Management Service Rules.

PMS Rules 2012

PMS posts exclusively for the PMS officers

Professional Career

Qualification Based Appointment

Engineer against technical posts

Doctors in health department
Management sciences in finance department.

Induction Policy

Regular Induction
Revision of Syllabi
Induction of New Subjects

Interaction service
platform

Better interaction of the senior and juniors

More interactive environment.

Pak Tea House

Post Retirement

Seasoned officer are considered an asset

Opinion on Policy Making

Career Guidance
Think tanks

Proposed Provincial Management

Services Reforms

Objectives of Reforms

To improve the capacity of the PMS

cadre to become responsive in
delivering basic public services to the
common citizens in an efficient,
effective and equitable manner,
To attract, retain, motivate and develop
high quality PMS Officers to improve
the functioning of the provincial
government.

Need for Reforms

Absence of a long term human resource

development policy,
Officers have become risk averse
individuals who avoid taking timely
decisions,
Ambitious officers take partisan positions,
Rapid turnover and transfers at the
behest of the politicians in power.

Need for Reforms

Widespread rent-seeking activities,

Reliance on antiquated and outdated rules and
regulations,
Turf fighting, self preservation, and adversarial
relationship between the Federal and the Provincial
Services,
No incentives for improving performance and
behavior.

Holistic Reforms

Recruitment and Induction

Post-Induction Training
Career Path Planning and Progression
Performance Management
Training and Development
Compensation and Benefits
Discipline and Code of Ethics
Cadres and Composition

Recruitment and Induction

Reforms

Open, transparent, merit-based recruitment,

Standards, eligibility criteria, assessment methods,
and selection procedures should be rigorous,
Strengthening the capacity of the PPSC,
Comprehensive Psychological Assessment,
Participation in job fairs and presentations to the
potential candidates in the educational institutions
by PPSC.

Post Induction Training

Reforms

An autonomous, dedicated institute for

training Provincial Management
Services Officers,
Increased scope, length, and breadth
of training,
Results oriented training,
Provision of adequate infrastructure
and facilities for training.

Career Path Planning and

Progression

Equality of opportunity should be provided

for career progression and appointment to
senior managerial positions to all services.
Career progression should be based on
performance on the job, training outcomes
and skill upgradation and demonstration of
potential.
Promotions and progression should be at
par with the Federal Civil Services.

Performance Management
Reforms

Performance evaluation system should be

redesigned and reoriented.
Security of tenure of office should be strictly
observed,
Officers should be given legal protection
against arbitrary acts that do not conform to
law,
Working conditions and offices, for lower
grades, should be improved particularly in
the Secretariat.

Training and Development

Reforms

Training institutions should be mandated to develop

the capacity for policy research,
Utilize the academic institutions and nongovernment training institutions to augment training
resources,
Hiring full-time faculty members in key areas of
expertise at MPDD.
Specialized and professional training should be
given equal weight as managerial training,
Opportunities for training at Foreign Institutes for
those who manage to secure admission.

Compensation and Benefits

Reforms

A living wage and compensation

package including decent retirement
and other welfare benefits should be
made available.

Discipline and Code of Ethics

Reforms

E & D Rules should be revised to allow

officers to take initiative, solve
problems and be held accountable for
results rather than to go through the
rituals and processes.
PMS Officers Association should
formulate a Code of Conduct and take
notice of its violations.

Cadre and Composition

Reforms

A separate cadre for PMS Officers who

are promoted from ministerial staff,
superintendents etc.
Provincial Executive Service should be
constituted on the lines of the National
Executive Service to be open to the
officers of PMS.
Implementation of 30% quota in
Federal Services.