Reforming while maintaining job security: a good idea? The case of the Kazakhstani public service

Abstract

Recent administrative reforms in highly ranked countries like the Netherlands, New Zealand, Singapore and Sweden focus on legal normalization and the use of performance contracts, with public servants enjoying far less job security than one or two decades ago. Our study in Kazakhstan, a developing former Soviet republic subjected to various waves of personnel reform, demonstrates that job security is highly valued by public servants (n ¼ 627). Moreover, as the primary reason for joining public service, it relates positively to public service motivation, and job satisfaction, and negatively to turnover intention. We discuss the risks of repealing job security for developing countries, which look to the advanced economies for public management solutions, and the adverse effects of transplanting reform strategies from the developed world to the developing world. We conclude with critical implications for policy and reform.

What affects the turnover intention of civil servants: Evidence from Bhutan

“…In this context, it is unclear what motivation of civil servants in Bhutan might look like. Based on what we know about the mixed‐incentive nature of motivation in developing countries (Mussagulova & Van der Wal, 2019; Perry, 2014), and the philosophy guiding government performance in Bhutan, an interesting picture emerges. In Bhutan, the GNH philosophy is seemingly aligned with intrinsic motivation espoused by SDT.…”

Effects of New Public Management Reforms on Human Resource Practices: A Case Study in Jordan

“…The implementation process of NPM reforms differs from one context to another (Leisink & Knies, 2018). It has been observed that the implementation of NPM reforms in the developing world, in particular, is affected by the macro-level environment, including the economies of the governments (Mussagulova & Van der Wal, 2019; Vu et al, 2019), the pressures of international organizations (Errami & Cargnello, 2018; Ustuner & Yavuz, 2018), the agenda and political reforms of the various parties (Guga, 2018; Ukeje et al, 2020). Moreover, many developing countries failed to implement the NPM reforms at the micro level.…”

“…Primarily, the gaps in implementing the NPM reforms involve inefficiency, ineffectiveness, bureaucratic issues, lack of autonomy, irresponsibility, lack of transparency, weak accountability, poor legal framework, weak HRM role, and poor public participation (Bobe et al, 2017; Errami & Cargnello, 2018; Mahmoud & Othman, 2021; Vu et al, 2019). More specifically, factors like ineffectiveness, inefficiency, low quality, weak HRM, weak accountability, and irresponsibility have resulted in an inability to achieve goals, goals and jobs ambiguity, poor organizational practices, deficit of competencies and skills, and performance management system weaknesses (Ahenkan et al, 2018; Gupta et al, 2018; Mostafa, 2016; Mussagulova & Van der Wal, 2019; Siddiquee et al, 2019). To add to these, factors like corruption, bureaucracy, lack of autonomy, and poor legal framework have resulted in centralization activities, servants’ dissatisfaction, weak HRM role, unethical practices (e.g., wasta, cronyism, sentiments, quota system, and collusion), and lack of organizational alignment (Bhiwajee & Garavan, 2016; Errami & Cargnello, 2018; Mussagulova & Van der Wal, 2019; Shaheen et al, 2017; Ukeje et al, 2020; Ustuner & Yavuz, 2018).…”

“…More specifically, factors like ineffectiveness, inefficiency, low quality, weak HRM, weak accountability, and irresponsibility have resulted in an inability to achieve goals, goals and jobs ambiguity, poor organizational practices, deficit of competencies and skills, and performance management system weaknesses (Ahenkan et al, 2018; Gupta et al, 2018; Mostafa, 2016; Mussagulova & Van der Wal, 2019; Siddiquee et al, 2019). To add to these, factors like corruption, bureaucracy, lack of autonomy, and poor legal framework have resulted in centralization activities, servants’ dissatisfaction, weak HRM role, unethical practices (e.g., wasta, cronyism, sentiments, quota system, and collusion), and lack of organizational alignment (Bhiwajee & Garavan, 2016; Errami & Cargnello, 2018; Mussagulova & Van der Wal, 2019; Shaheen et al, 2017; Ukeje et al, 2020; Ustuner & Yavuz, 2018). Consequently, the mentioned gaps in implementing NPM reforms may weaken HR practices and policies such as performance appraisal, training and development, motivation (i.e., motivational initiatives), workforce management, succession management, and policies regulating these HR practices (Ahenkan et al, 2018; Ikeanyibe, 2016; Nyamori & Gekara, 2016; Siddiquee et al, 2019; Vu et al, 2019; Ustuner & Yavuz, 2018).…”

Three essays on bureaucracy : post-communist context

“…Open bureaucracies can be found in Australia, Canada, Denmark, New Zealand, the Netherlands, and Singapore (Suzuki & Hur, 2020), with some countries going as far as to introduce contract-based employment for civil servants in a bid to encourage performance and innovation (Mussagulova & Van der Wal, 2019). These are the countries that top international rankings on government performance, of which innovation is an important dimension (Cornell University et al, 2019;World Economic Forum, 2019).…”