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OECD (2005), Managing Conflict of Interest in the Public Service, OECD Policy Brief, OECD, Paris (English, Français, عربي)
Governments need to ensure that public officials perform their duties in a fair and unbiased way. The breaking down of barriers between public and private sectors – through the privatisation of services, public/private partnerships and exchanges of personnel – has created grey zones and risks to integrity. Conflicts between public officials’ individual private interests and their public duties have multiplied, for instance due to the contracting out of government functions such as defence. This Policy Brief focuses on the conflict-of-interest Guidelines, which provide the first comprehensive international benchmark to help governments review and modernise their conflict-of-interest policies for the public sector.
OECD (2003), Engaging Citizens Online for Better Policy-making, OECD Policy Brief, OECD, Paris (English, Français, عربي)
Today, all OECD Member countries recognise new information and communication technologies (ICTs) to be powerful tools for enhancing citizen engagement in public policy-making. Despite the limited experience to date, some initial lessons for online citizen engagement in policy-making are emerging. This Policy Brief highlights policy lessons from current experience in OECD member countries, suggests 10 guiding principles for successful online consultation and identifies five key challenges for online citizen engagement in policy-making.
OECD (2001), Engaging Citizens in Policy Making: Information, Consultation and Public Participation, OECD, Paris (English, Français, عربي)
This policy brief is designed to support policy makers in building effective frameworks for information, consultation and active participation by citizens in public policy-making. It draws heavily upon the experience and insights of national experts and senior officials from the centres of government in OECD countries, whose deliberations have provided the secretariat with broad comparative perspectives and concrete examples of good practice.
General Administration for the Development of the Public Sector of the Hashemite Kingdom of Jordan (2005), Management and Development of Human Resources in the civil services of Arab countries, Overview of survey results from 14 Arab countries, presented at the second meeting of GfD Working Group 1, Rabat, Morocco, 19-20 April 2006 (عربي)
This document presents the detailed results of a survey conducted by the General Administration for the Development of the Public Sector of the Hashemite Kingdom of Jordan in 2005 in the framework of GfD Working Group 1. The survey aimed to take stock of the present state of the management and development of human resources in Arab countries' civil services. The survey was conducted with the objective to identify current and future projects for the development of human resources policies and of mechanisms for their implementation, especially in the fields of human resources planning, recruitment procedures, remuneration as well as performance management, training and human resource development.
OECD (2004), Trends in Human Resources Management Policies in OECD Countries. An Analysis of the Results of the OECD Survey on Strategic Human Resources, paper presented to the Human Resources Management Working Party, Paris, 7-8 October 2004 (English, Français)
Civil service human resource management reforms have aimed to increase the responsiveness of the civil service. Decentralised management with mechanisms for individual accountability has been core to these reforms. For those countries which have gone furthest in making such reforms, the downside has been the difficulty in maintaining collective values and government coherence. There is a tendency in contemporary reforms to look for a balance between the responsiveness of the civil service to political direction or citizens concerns, and the need for coherence across the public sector. The Survey measures the degree of flexibility introduced into human resources management (HRM) systems and differentiates two types of flexibility that aim to increase responsiveness: the delegation of HR practices and the individualisation of HR arrangements. The report reviews the trends affecting individualisation (Section 1) and delegation (Section 2) and the efforts made to mitigate the effects on government coherence and collective values.
OECD (2005), Paying for Performance: Policies for Government Employees, OECD Policy Brief, OECD, Paris (English, Français)
As part of their effort to make the public service perform better, OECD countries increasingly use performance-related pay (PRP) in their public administrations. PRP refers to the variable part of pay, awarded – on an individual or on a team or group basis – depending on performance. The results of such policies have in many ways been surprising. Staff are less motivated than might have been expected by the prospect of more money for working better. But performance-related pay can help improve performance when it is applied properly in the right managerial context, if not because of the financial rewards then indirectly through the changes in work and management organisation needed to implement it. This Policy Brief looks at the trends in PRP across the civil service in OECD countries and the lessons that can be drawn from their experience.
OECD (2003), Managing Senior Management: Senior Civil Service Reform in OECD Member Countries, background note presented at the 28th Session of the OECD Public Management Committee, Paris, 13-14 November 2003 (English, Français)
This paper provides a brief overview of reforms of the senior civil service across 12 OECD member countries. It takes the classical distinction between two main types of civil service system as its point of departure: “career-based” and "position-based" civil service system. Each of the two systems sets up distinctively different incentives for individuals, and therefore tends to foster different cultural characteristics. To compare the 12 OECD countries this paper focuses on 6 key issues concerning senior civil service systems and reforms hereof: Scope of the senior civil services, recruitment, appointments mandates and contracts, performance assessment and pay, promotion and mobility and training and learning.
SIGMA (2002), Foundations and Procedures on Discipline of Civil Servants, OECD, Paris (English)
This paper aims to clarify the essential issues to be taken into account when regulating disciplinary provisions applicable to civil servants and public employees. It deals with the different categories of responsibility which civil servants may incur, the rationale for establishing specific disciplinary legal regimes for civil servants, and the main principles the disciplinary procedure should abide by.
SIGMA (1997), Promoting Performance and Professionalism in the Public Service, SIGMA Paper Series, No. 21, OECD, Paris (English, Français)
This is a report on human resources management practices in the public administrations of four central and eastern European countries: Albania, Estonia, Hungary and Poland, based on information from 1996. The report’s purpose is to determine to what extent the implementation of a specific law for employment in the administration would lead to significant changes in personnel management or in the preconditions for management, selection and promotion of staff. This report is therefore about public personnel management systems, management procedures and management practices and how they either support or hinder professionalism and appropriate conduct. To a certain extent it is also about the legislation and institutions as well as the training necessary to promote suitable civil service behaviour.
SIGMA (1997), Civil Service Legislation Contents Check - List, SIGMA Paper Series, No. 5, OECD, Paris (English, Français)
A civil service law is seen as the means to define the civil service and the qualifications, duties and the rights of the civil servants, as well as their working conditions. This civil service legislation contents checklist has been developed by SIGMA to assist drafters of civil service laws to take account of all the necessary considerations and to make the clear the differences between a labour code and a civil service law. The checklist reflects the legislation, as well as the exchange of experiences and views among public sector managers, in central and eastern European and OECD countries. It is a practical reference document defining a professional, impartial and permanent civil service in legal terms. The Checklist does not recommend specific solutions, but does point out what must be considered, as well as the likely consequences of the solutions chosen.
SIGMA (1997), Civil Service Legislation: Checklist on Secondary Legislation (and other regulatory instruments), SIGMA Paper Series, No. 14, OECD, Paris (English, Français)
This checklist is intended to supplement the Civil Service Legislation Contents Checklist, (see above). Whereas the previous checklist was principally concerned with matters that could usefully be considered in drafting the primary legislation governing the civil service, the present checklist deals with matters that can usefully be considered in connection with the secondary instruments that may be needed to implement the Civil Service Act enacted by the Parliament. This checklist, as for the primary legislation checklist, is not intended as directions for approaching these matters but rather as guidance to best practice. Final choices must reflect local circumstances.
SIGMA (1997), Budgeting and Monitoring of Personnel Costs, SIGMA Paper Series, No. 11, OECD, Paris (English, Français)
Personnel costs often constitute the main cost factor in state budgets, and thus their control is critical to ensuring the most effective and efficient use of finite budgetary resources. Budgeting and Monitoring of Personnel Costs contains five chapters: the introductory chapter covers the concepts, objectives, and scope of personnel expenditure control while the following four chapters contain country case studies on budgeting personnel costs from Austria, France, Portugal and the United Kingdom.
To know more about the OECD's work on Civil Service and Intergrity, please refer to the OECD Public Employment and Management Website and the OECD Ethics and Corruption in the Public Sector Website
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