Meritocracy in Personnel Policies and Good Governance: Experiences from Karnataka
| Date | 01 July 2012 |
| Author | S.N. Sangita |
| Published date | 01 July 2012 |
| DOI | 10.1177/0019556120120324 |
| Subject Matter | Article |
MERITOCRACYINPERSONNELPOLICIESANDGOOD ·
GOVERNANCE:
EXPERIENCES FROMKARNATAKA
S.N. SANGITA
Sound
personnel
policies
like
manpower
planning,
recruitment, training, promotion,
transfer
and
career
development
not
only attract
and
retain competent and
committed persons but also improve their productivity and
morale.
Sound
recruitment ensures acquisition
of
the
necessary knowledge, skills and abilities for achieving the
organisational
goals.
Merit
(competence)
based
recruitment and promotion
is
associated with less corruption
and fewer delays. Countries that have greater meritocracy
in recruitment and promotion have much higher degrees
of
government capability. Sound promotional
and
career
development system improves productivity. Similarly, reward
and
penalisation
of
personnel on the basis
of
personal
evaluation
system
enhances
accountability.
Sound
manpower planning facilitates ihe effective management
and utilisation
of
human resources. Politicisation and pre-
mature transfers
are
undermining meritocracy and leading
to
general lowering
of
morale.
When
nepotism or cronyism
exists
in
personnel administration, it
is
difficult
to
motivate
the
staff
to pelform well.
CONCEPTUAL FRAMEWORK, GOVERNANCE ISSUES
AND ADMINISTRATIVE STAFF
Conceptual Framework
GOOD GOVERNANCE here refers to the government
or
administration
which enjoys the trust and confidence
of
the citizens on the basis
of
provisioning
of
goods and services to the satisfaction
of
the citizen
particularly the disadvantaged (SC/ST, women, minorities)
or
the means
or
the process (participation, transparency, rule
of
law, responsiveness
and accountability) through which these goals are achieved
or
both.
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