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World Public Sector Report 2005 - Unlocking the Human Potential for Public Sector Performance

World Public Sector Report 2005 - Unlocking the Human Potential for Public Sector Performance

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As recommended by the UN Committee of Experts on Public Administration (UNCEPA), the third World Public Sector Report will be published in 2005, with a particular thematic focus on human resources management (HRM). More specifically, the report will explore how the human potential can be unlocked to enhance public sector performance.

UNCEPA, at its Second Meeting in April 2003, stressed that human resources capacity was critical to the quality of public administration. The increasing complexity of both policy-making and administrative processes, as well as the erosion of human resources capacity to carry out those functions, are making it difficult for many Member States to implement national goals and strategies to reduce poverty and to promote sustainable human development, as emphasized in the Millennium Development Goals (MDGs).
As recommended by the UN Committee of Experts on Public Administration (UNCEPA), the third World Public Sector Report will be published in 2005, with a particular thematic focus on human resources management (HRM). More specifically, the report will explore how the human potential can be unlocked to enhance public sector performance.

UNCEPA, at its Second Meeting in April 2003, stressed that human resources capacity was critical to the quality of public administration. The increasing complexity of both policy-making and administrative processes, as well as the erosion of human resources capacity to carry out those functions, are making it difficult for many Member States to implement national goals and strategies to reduce poverty and to promote sustainable human development, as emphasized in the Millennium Development Goals (MDGs).

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10/30/2011

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Populations all over the world are ageing. While in 1950 roughly half of the world popula-
tion was older than 23 years, it is projected that by 2050, half of the population will be con-
centrated above the age of 36 years.1

However, this phenomenon has vastly different causes

and implications for different parts of the world.
Thus, the increasing number of old people in the population in places such as
India is largely the result of improved health and a higher life expectancy. With declining
infant mortality and a relatively high fertility rate, the number of young people entering the
workforce continues to grow—the working-age population is growing faster than the general
population, a trend that is the reverse of that prevailing in the developed countries.2
In Europe and Japan, by contrast, longer life expectancy is accompanied by a
rapid decline in the birth rate as patterns of family life and child-rearing change, resulting in
an increasingly smaller workforce and an inversion of the classic population pyramid.
Considering that a fertility rate of 2.1 is the replacement rate, Italy’s fertility rate has declined
to 1.2, Germany’s to 1.3 and Japan’s to 1.4.3

In these countries, the very low employee-to-
retiree ratios that will be faced in the very near future pose serious problems of equity and
sustainability for state welfare and fiscal systems.
China is an example of a developing country that has experienced declining
fertility rates—in this case as a result of consistent government policy. Combined with
increasinglongevity, China’s ageing population is posing a major challenge for the govern-
ment in the years to come (box 4).

Unlocking the Human Potential for Public Sector Performance

35

Demographic shifts,
labour migration and
HIV/AIDS all pose
major challenges ...

... that often transcend
national boundaries ...

... and affect both
developed and
developing countries

The world population
is ageing rapidly

c03_WPSR05.qxd 10/11/05 9:57 AM Page 35

36

Socio-economic challenges facing HRM

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