Synopsis

LOW PRODUCTIVITY OF
EMPLOYEES IN PUBLIC SECTOR
OF PAKISTAN

MUHAMMAD ANWAR KHAN

Roll No. T546133
House No 2315, Street No 70, I-10/1, Islamabad

Department of Col MBA for Executives

Allama Iqbal Open University
September, 2010

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 Table of Contents

1) Chapter 1 (Introduction)
1.1 Introduction
1.2 Background of Study
1.3 Statement of the Problem
1.4 Objectives
1.5 Significance of the Study
1.6 Research Hypothesis or Research Question
1.7 Delimitation

2) Chapter 2 (Review of Literature) (Appendix – B)

2.1 Sections based on natural topics or themes
2.2 Similar research studies
2.3 Literature giving the rationale
2.4 Short summary

3) Chapter 3 (Research Methodology)

3.1 Research Design
3.2 Population
3.3 Sampling Technique/Procedures
3.4 Sampling Size
3.5 Research Instrument /Tools
3.6 Data Collection
4) Chapter 4 (Data Analysis and Interpretation)

4.1 Demographic data and return percentages

4.2 Tables summarizing data
4.3 Figures, graphs, and charts pictorially depicting data
4.4 Narrative describing most important findings

5) Chapter 5 (Findings, Conclusions, and Recommendations)

5.1 Summary of findings

5.2 Conclusions
5.3 Recommendations

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 CHAPTER 1

INTRODUCTION

1.1 INTRODUCTION

The aim of the study is to gain a deeper understanding of the reasons behind low

productivity of employees in public service of Pakistan (PSoP) as well as to determine

ways in which the efficiency of the employees could be increased. This research explores

the topic from the perspective of public servants at all levels. Public service act like

wheels on which the entire engine of the state has to move. In Pakistan, the capacity and

quality of public institutions has been declining over time. Although the civil service has

pockets of excellence, collectively its performance leaves a lot to be desired.

If Pakistan has to accelerate growth, reduce poverty, and enable private sector to realize

their full potential in a competitive global market, a substantial improvement is needed in

efficiency and management culture of the government. Successful implementation of

GOP's on-going reform program - both at federal and provincial levels - is inseparably

linked with the capacity of government institutions and the quality of civil service. [1]

Presently Government of Pakistan (GoP) is facing the high employment with low

productivity. Many times GoP has setup commissions for restructuring and downsizing

the Civil Service of Pakistan, but no such study proved successful of as this writing.

1
Report on “Pakistan-Public Sector Capacity Building Project, 2003-04. Funded by
World Bank, Executed by Ministry of Finance, Govt. of Pakistan.

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According to the Civil Service Reforms [2] 1999-2008 a more qualified and efficient civil

service is needed which can response to the needs of public and are professionally trained

to handle national and global challenges.

1.2 BACKGROUND OF STUDY

The Public Sector, sometimes referred to as the state sector is a part of the state that deals

with the production, delivery and allocation of goods and services by and for the

government or its citizens, whether national, regional or local/municipal. A civil servant

or public servant is a civilian public sector employee working for a government

department or agency. The term explicitly excludes the armed services. [3]

1.3 STATEMENT OF THE PROBLEM

This research is aimed at finding answers of the problems behind ever decreasing

efficiency/output of public sector.

1.4 SIGNIFICANCE OF THE STUDY

This study is significant because there is very little attention paid on this very pivotal

topic in academia. This study explores productivity from the perspective of public

servants. There has been little research in this context done specifically addressing the

perception of senior executives / decision maker. This study after narrating the key issues

also suggests the factor for improvement This study will also helpful for those students

2
PM Sectt. (2008), “Report of the National commission for government reforms On
Reforming the government in Pakistan” Vol -1 pp 10-11 (http://www.csru.gov.pk/
Forms/Final_Report.pdf
3
http://en.wikipedia.org/wiki/Public_sector

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who want to study the activities of employees in public sectors ,This study will also

helpful for decisions makers to improve productivity in public sector.

This study will also helpful for those who are working on the restructuring of the

Civil Service. A Civil Service restructuring is a significant administrative of the Civil

Service reforms. This study will focus on the Planning Commission employees

particularly professionals like Economists, Engineers and administrators. So it will

helpful for professional development of Public Sector of Pakistan.

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 CHAPTER 2: REVIEW OF LITERATURE

In this chapter the review of literature is presented. The previous research on subject title

is cited in detail. The previous work done by scholars with reference will be searched out

and detail will be included in the study.

This chapter includes survey of scholarly articles, books and other sources (e.g.

dissertations, conference proceedings) relevant to productivity issues. It will provide a

description, summary, and critical evaluation of each work. The purpose is to offer an

overview of significant literature published on our topic. After this division of ‘works

under review’ into categories will be made (e.g. those in support of a particular position,

those against, and those offering alternative theses entirely).

Explanation of how each work is similar to and how it varies from the others will be

made. Conclusions as to which pieces are best considered in their argument, are most

convincing of their opinions, and make the greatest contribution to the understanding and

development of our area of research will be presented.

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 Public Sector Employee Leadership /
Motivation Productivity – Key Management
Factors

Job Security
Recruitment, Promotion, Placements and
Transfers Process

Weak Technical Skills

Skill vs. Compensation

Difference

Figure 1: Employee Productivity Framework

2.1 LIMITATIONS OF RESEARCH

The limitations are listed below:

1. This study only focuses employee related issues in productivity loss. No

administrative, environmental

2. Only federal government is focused in this study. Study will be carried out at

Planning Commission of Pakistan. This makes the sample for our research.

3. The officers/officials from BPS 7 to 19 will be included in the research.

4. The study will be carried out by using questionnaire data collection tools

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CHAPTER 3: RESEARCH METHODOLOGY

3.1 Research design

In planning empirical research, choices have to be made about research design

(experimental vs. Non-experimental), research setting (e.g., laboratory vs. natural

setting), measures (e.g., questionnaires, observations of behavior), and data analysis

strategies (e.g., analysis of variance, multiple regression, covariance structure analysis)

and a host of other factors.

This study is based on non-experiemental research depending on a detail questionnaire to

collect information from the selected officers/officials. The collected data will be

presented in tabular form. Then it would be analysed using different statistical techniques

as per requirement of the data.

Population:

The population to observe the behaviour of public servants is limited to officials of

planning commission. The characteristics of respondents are common to any other public

organization.

Sampling Technique:

Random sampling will be used to select the sample from the population although there

are other sampling techniques but the most reliable and commonly used technique is

simple random sampling as each and every unit of population has equal chance of

becoming the member of the sample

Sample:

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Our sample comprise of 99 (85.5%) male and 21 (17.5%) female respondents from total

of 120 people. Respondents were classified into five age groups. In first age group (20-30

years) a total of 33 (27.5%) respondents fall. In second age group, 31-40 years, a total of

49 (40.8%) people belong whereas in 41-50 and 50-60 years groups 23 (19.2%) and 15

(12.5%) people belong respectively. Most of the respondents are below 50 years i-e

87.5%.

Table 1: Age wise classifications

Frequency Percent Valid Cumulative
Percent Percent
Valid 20-30 33 27.5 27.5 27.5
31-40 49 40.8 40.8 68.3
41-50 23 19.2 19.2 87.5
50-60 15 12.5 12.5 100.0
Total 120 100.0 100.0

Marital_Status
Frequency Percent Valid Cumulative
Percent Percent
Valid Married 85 70.8 70.8 70.8
Unmarried 31 25.8 25.8 96.7
Divorced 4 3.3 3.3 100.0
Total 120 100.0 100.0

Education
Frequency Percent Valid Cumulative
Percent Percent
Valid Intermedia 11 9.2 9.2 9.2
te
Graduation 40 33.3 33.6 42.9
Master 54 45.0 45.4 88.2
MPhil/PhD 14 11.7 11.8 100.0
Total 119 99.2 100.0
Missing System 1 .8
Total 120 100.0

BPS
Frequency Percent Valid Cumulative

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 Percent Percent
Valid 15-16 36 30.0 30.0 30.0
17 30 25.0 25.0 55.0
18 37 30.8 30.8 85.8
19 17 14.2 14.2 100.0
Total 120 100.0 100.0

Experience
Frequency Percent Valid Cumulative
Percent Percent
Valid 3-10 46 38.3 38.3 38.3
11-18 31 25.8 25.8 64.2
19-25 27 22.5 22.5 86.7
26 and 16 13.3 13.3 100.0
above
Total 120 100.0 100.0

Data Collection

A detail questionnaire has been designed for the collection of data. This questionnaire

will be filled by sample of selected 120 officers/officials (The questioner is attached).

Other types of data collection methods include “personal interviews” from specifically

HR related employees. Our purpose of data collection is to obtain information of

important issues and make conclusions based on this data about key productivity

problems. Primarily, data collection will be using questionnaires.

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 CHAPTER 4

DATA ANALYSIS AND INTERPRETAION

4.1 Introduction

In Pakistan, the capacity and quality of public institutions has been declining over time.

Although the civil service has pockets of excellence, collectively its performance leaves a

lot to be desired. Capacity of government institutions both at federal and provincial level

and their quality of civil service needs to be increased for successful reforms in civil

service. The lack of productivity in public sector revolves around six main aspects;

Motivation, Leadership, Job Satisfaction, Recruitment, Promotion, Transfer Process,

Skills and Activity and Compensation.

4.2 Motivational Aspects

Every person has different reasons for working. The reasons for working are as

individual as the person. But, we all work because we obtain something that we

need from work. The something obtained from work impacts morale, employee

motivation, and the quality of life. To create positive employee motivation, treat

employees as if they matter - because employees matter. These ideas will help

you fulfill what people want from work and create employee motivation.

Motivational aspects
Very Somewhat Not at Don't
Important Important all Imp. Know
Less Financial Benefits 73.3 23.3 2.5 0.8
No Recognition on Completion of 46.7
Work 48.3 3.3 1.7
No Power Delegation 37.5 49.2 10 3.3

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 No Personal Growth 61.7 33.3 4.2 0.8

4.2.1 Financial Benefits

Less Financial Benefits
Frequency Percent Valid Percent Cumulative
Percent
Valid Very Important 88 73.3 73.3 73.3

Somewhat 28 23.3 23.3 96.7

Important
Not at all Imp. 3 2.5 2.5 99.2

Don't Know 1 .8 .8 100.0

Total 120 100.0 100.0

4.2.2 Recognition on Completion of Work

To ensure a positive, productive, innovative organizational climate, employee

recognition should be prioritized. Provide employee recognition to say thank you and

to encourage more of the actions and thinking you believe will make your

organization successful. People who feel appreciated are more positive about

themselves and their ability to contribute. People with positive self-esteem are

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potentially your best employees. These beliefs about employee recognition are

common among employers even if not commonly carried out.

No Recognition on Completion of Work

Frequency Percent Valid Percent Cumulative
Percent
Valid Very Important 56 46.7 46.7 46.7

Somewhat 58 48.3 48.3 95.0

Important
Not at all Imp. 4 3.3 3.3 98.3

Don't Know 2 1.7 1.7 100.0

Total 120 100.0 100.0

4.2.3 Power Delegation

(Efficiency = Power + Responsibility) The greater power comes with greater responsibility.
Balancing power and responsibility has been standing question in organizational management.

Proper power delegation to employees is required to complete official assignments successfully.

If capable workers are given powers they produce remarkable outcomes for organizations.

Majority (49.2%) of the respondents think empowering employees is the not a very signifant factor

in increasing productivity whereas 37.5% consider it a very important factor.

No Power Delegation
Frequency Percent Valid Cumulative
Percent Percent
Valid Very 45 37.5 37.5 37.5
Important
Somewhat 59 49.2 49.2 86.7
Important
Not at all 12 10.0 10.0 96.7
Imp.
Don't Know 4 3.3 3.3 100.0

Total 120 100.0 100.0

Power delegation is not considered very important factor for low productivity in public sector.

Employees are given powers but they cannon come with the desired outcomes.

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 4.2.4 Personal Growth

Personal development refers to activities that improve self-knowledge and identity,

develop talents and potential, build human capital and employability, enhance quality of

life and contribute to the realization of dreams and aspirations. The concept is not limited

to self-development but includes formal and informal activities for developing others, in

roles such as teacher, guide, counselor, manager, coach, or mentor. Finally, as personal

development takes place in the context of institutions, it refers to the methods, programs,

tools, techniques, and assessment systems that support human development at the

individual level in organizations

No Personal Growth
Frequency Percent Valid Cumulative
Percent Percent
Valid Very 74 61.7 61.7 61.7
Important
Somewhat 40 33.3 33.3 95.0
Important
Not at all 5 4.2 4.2 99.2
Imp.
Don't 1 .8 .8 100.0
Know
Total 120 100.0 100.0

4.3 Leadership
4.3.1 Managerial Skills
4.3.2 Resources to Complete the Task
4.3.3 Un-necessary Delays in Approval Processes
4.3.4 Delegation of Responsibility, Accountability and Authority Effectively:
4.4 Job Satisfaction
4.4.1 Job Security
4.4.2 Improper Transport Services
4.4.3 Excess of Work Load
4.4.4 Improper Physical Working Conditions
4.5 Recruitment, Promotion, Transfer Process
4.5.1 on-merit selection
4.5.2 Promotion processes
4.5.3 Placement and Transfer of employees
4.5.4 Employee Training
4.6 Skills and Activity

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 4.6.1 Less Opportunity to Use & Learn New Skills
4.6.2 No Creativity and Invention
4.6.3 Weak Technical Skills
4.6.4 No independence and personal autonomy
4.7 Compensation
4.7.1 Bonus and honorarium
4.7.2 Weak Health services
4.7.3 The retirement or pension plan
4.7.4 Low wages

Weak Managerial Skills

Frequency Percent Valid Cumulative
Percent Percent
Valid Very 75 62.5 62.5 62.5
Important
Somewhat 41 34.2 34.2 96.7
Important
Not at all 3 2.5 2.5 99.2
Imp.
Don't 1 .8 .8 100.0
Know
Total 120 100.0 100.0

4.8 Figures, graphs, and charts pictorially depicting data

4.9 Narrative describing most important findings

6) Chapter 5 (Findings, Conclusions, and Recommendations)

5.4 Summary of findings

5.5 Conclusions
5.6 Recommendations

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