Forgot your password?
New user?
Document Actions
Motivating Workforce Support for e-Government
In some cases, civil servants may feel threatened by e-Government, either because they fear the transparency and loss of individual power that can come with the introduction of new technology or because they fear that they will be replaced by machines. Senior government officials can create a positive atmosphere for change by rewarding those who support e-Government.
For example, when Karnataka, India was developing a system for online delivery of land titles, computerizing the antiquated and inefficient land registration records, the political leadership encountered resistance from government employees. The civil servants feared that computerization would result in job losses and/or radical changes in the way they performed their duties. Senior officials and managers worked to ensure that staff understood and supported the proposed changes. And when Peru launched the Public Window project in three cities, it emphasized training local civil servants and sensitizing them to the project’s goals and long-term benefits.
Motivation begins even before employment, at the recruiting stage. e-Government managers in all countries face competition from the private sector for skilled workers. In order to attract and retain skilled staff, governments may initiate special recruitment programs and offer special salary scales to attract personnel with e-Literacy skills and knowledge of e-Government. See UNESCO, “E-Government Toolkit for Developing Countries,” Chapter 4.2.3 (2005). Colleges, universities, and vocational training centers should be encouraged to establish professional or vocational courses to create ICT qualified personnel. They also may play a significant role in the recruitment process.
For example, when Karnataka, India was developing a system for online delivery of land titles, computerizing the antiquated and inefficient land registration records, the political leadership encountered resistance from government employees. The civil servants feared that computerization would result in job losses and/or radical changes in the way they performed their duties. Senior officials and managers worked to ensure that staff understood and supported the proposed changes. And when Peru launched the Public Window project in three cities, it emphasized training local civil servants and sensitizing them to the project’s goals and long-term benefits.
Motivation begins even before employment, at the recruiting stage. e-Government managers in all countries face competition from the private sector for skilled workers. In order to attract and retain skilled staff, governments may initiate special recruitment programs and offer special salary scales to attract personnel with e-Literacy skills and knowledge of e-Government. See UNESCO, “E-Government Toolkit for Developing Countries,” Chapter 4.2.3 (2005). Colleges, universities, and vocational training centers should be encouraged to establish professional or vocational courses to create ICT qualified personnel. They also may play a significant role in the recruitment process.
Resources: Motivating the Government Workforce to Embrace e-Government
- World Bank, “Staff incentives and project implementation: lessons from e-government” . (October 2005)
- David Brown, “Government of Mauritius e-Government Master Plan: Human Resources Development and Awareness Considerations” (November 18, 2002).
<<Previous: Training for Civil Servants