A consistent requirement of a human resources management program in a developing country continues to be the institutionalization of the merit based principle. The merit based principle simply refers to processes that take into account the skills, knowledge and abilities of individuals to build organizational capacity. Introducing merit based principles is often a very difficult undertaking because it clashes with the cultural values and beliefs of a people; it calls for significant changes to existing human resources practices and it builds accountability where none existed.
Following the aftermath of 9.11, it was almost impossible to draw a line around the Afghanistan civil service. Consequently, the merit based principle was introduced by the international community in 2003 as a means of defining the number of positions required by the civil service to meet government commitments. It also served to build capacity by filling those positions with qualified people. Through the years, this work has not only established a continuous process of improvement for the Government of Afghanistan but it has also challenged cultural beliefs – something that persists to this day.
Unsurprisingly, the merit based principle in a country such as Afghanistan distorts and colours the lenses through which a people have relied upon to understand the world. A competitive process may seem perfectly normal and rationale to an individual from Sudbury, Ontario but there is a good chance that it might be seen as hugely “over the top” for someone from Jalalabad, Nangarhar.
Regardless, it is important to note that it is not the change in cultural norms that spurs on development in a country, but rather the debate that ensues about whether foreign values and beliefs are reasonable, logical and valuable to a people. The results it creates bring a unique solution to a unique environment as well as a visible pride of ownership. Acculturization is a process worthy of documentation and measurement. It is also a source of “best practices” and innovation not to be underestimated.
Following the aftermath of 9.11, it was almost impossible to draw a line around the Afghanistan civil service. Consequently, the merit based principle was introduced by the international community in 2003 as a means of defining the number of positions required by the civil service to meet government commitments. It also served to build capacity by filling those positions with qualified people. Through the years, this work has not only established a continuous process of improvement for the Government of Afghanistan but it has also challenged cultural beliefs – something that persists to this day.
Unsurprisingly, the merit based principle in a country such as Afghanistan distorts and colours the lenses through which a people have relied upon to understand the world. A competitive process may seem perfectly normal and rationale to an individual from Sudbury, Ontario but there is a good chance that it might be seen as hugely “over the top” for someone from Jalalabad, Nangarhar.
Regardless, it is important to note that it is not the change in cultural norms that spurs on development in a country, but rather the debate that ensues about whether foreign values and beliefs are reasonable, logical and valuable to a people. The results it creates bring a unique solution to a unique environment as well as a visible pride of ownership. Acculturization is a process worthy of documentation and measurement. It is also a source of “best practices” and innovation not to be underestimated.
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