The perception of the public administration reform among government employees

Transcription

1 The perception of the public administration reform among government employees Public Service in Public Administration ÁROP-2011/ Judit Bekker February 27, 2013

2 Project review Periodically repeated research series on the reception of public administration changes, especially the introduction of government offices (two closed phases) Public administration survey 12 in-depth interviews: leaders of governmental offices and policy administration services, notaries and experts of public administration Online survey research with the participation of 1000 government officials and civil servants, two-phase layered sampling, representative Type of workplace (ministry, governmental back office, public administration service of government office) Size of office Status of employee Opinion poll Nationally representative phone survey with the participation of 2000 respondents 10 focus groups with the participation of 10 people on average

3 The most important results of in-depth interviews

4 The specific features of the government office system Division of labour between government commissioner, director-general and director Most important advantage of the integration: the merging of functional departments Biggest disadvantage: centralized decision making is slower Formation of the district system Necessary level of public administration The separation of state and local tasks is not complete Doubts and uncertainties about its practical functionality among leaders as well as employees

5 Little recognizable change in the policy administration services (client turnover) Challenges for government windows Horizontal communication improved Caveats to the integrated customer service Experiences of government windows Low level of knowledge Absence of informatical integration Professional know-how of colleagues

6 The most important results of the employee e-survey

7 Which is more important to you: more secure workplace or higher salary? According to all respondents and demographic segments Higher salary, but more insecure workplace ,1 5 4,9 4,8 5,6 5,4 5,6 4,7 4,4 5,1 4,9 5,5 5,3 5,4 4,9 5,2 5,1 5,1 5 4,9 5 Spring 2012 Autumn ,4 3 2 Lower salary, but more secure workplace 1 0 * Low data point

8 Which is more important to you: more secure workplace or higher salary? According to workplace and status Higher salary, but more insecure workplace ,6 5,7 5,2 5 5,2 5 5,0 4,9 5,6 5,2 5,3 5,3 5,0 5 5,1 4,5 Spring 2012 Autumn Lower salary, but more secure workplace Ministry Governmental back office Core office of governmental office Policy administration service Senior executive Mid-level executive Associate Assistant

9 Do you agree: Public administration provides more security than the private sector? Autumn 2012 results 6% 21% 17% 56% Not agree at all Rather not agree Rather agree Completely agree Compared to the 77% measured in autumn, 6% fewer of the respondents thought that public administration provides more security than the private sector in the spring of In both research phases the majority disagrees with the statement that says they can t have long-distance plans because of the insecurities of the public administration. 79% of the respondents are satisfied with their work conditions, but choosing between job security and higher salary is a great dilemma for the employees.

10 According to you what does the financial appreciation of public service employees primarily depend on? 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 31% 37% 15% 3% 3% 6% 14% 32% 4% 7% 31% 29% 7% 6% 4% 5% Spring 2012 Autumn %

11 According to you what should the financial appreciation of public service employees primarily depend on? 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 10% 11% 23% 16% 5% 10% 10% 13% 54% 71% 3% 5% 1% 1% 0% 2% Spring 2012 Autumn 2012

12 What does it depend on? What should it depend on? Tenure of office The amount and quality of work done Education, qualification Experience, professional know-how The economical situation of the country Education, qualification Status, place in the organizational hierarchy The amount and quality of work done Tenure of office Status, place in the organizational hierarchy Political will The economical situation of the country Loyalty, connections Loyalty, connections Experience, professional know-how Political will Autumn 2012

13 How attractive do you think public administration is for entrants? (Autumn 2012) 4% 16% 23% Highly More or less Not really Not at all 57% The results of the two research periods are quite similar, however, from spring to autumn the ratio of those who think public administration is a highly or more or less attractive profession for entrants rose by 6 %.

14 Why is it attractive? Why is it unattractive? Spring 2012 Autumn 2012 Spring 2012 Autumn 2012 Job security / insecurity 41% 32% 10% 0% High / low salary 4% 6% 62% 46% Professional development / or the lack thereof Perspective / or the lack thereof 27% 24% 18% 20% 11% 14% 6% 16% Predictable income n.a 10% n.a 0%

15 How important for you? 60% 50% 10% 17% 40% 30% 20% 15% 34% 25% 13% 9% 17% 15% 15% 13% 7% 9% 13% 3rd place 2nd place 1st place 10% 0% 17% 12% 11% 11% 7% 8% 6% 6% 9% 3% Autumn 2012

16 100% What should be primarily taken into consideration during the evaluation of public administration employees? 90% 80% 70% 6% 3rd place 60% 50% 21% 15% 2nd place 1st place 40% 30% 20% 10% 0% 52% Precise fulfillment of tasks 34% 14% Keeping deadlines 21% 13% 13% 23% 9% 15% 22% 9% 10% 10% 8% 7% Creativity, professional wit Fulfillment of issues and tasks without sortment The amount of work done Loyalty to the organization Autumn 2012

17 Thank you for your attention! More information on the project: