at restructuring a new civil service and pay issues but its recommendations were partially implemented. In 1982 some notable measures were adopted in order to reorganize and rationalize the manpower in public organizations, to reduce the size of government and the layers of decision making, to delegate the administrative and financial powers down the hierarchy, and empower the local authority for rural service delivery. Some issues were implemented, but the majority portions were never implemented because issues of reforms, for example, managerial dynamism, solving intra-service conflict, openness, accountability, and decentralization that were remain elusive in Bangladesh public administration. In 1993, the Bangladesh government formed another ‘Administrative Reorganization Committee’ in reducing the size and role of public administration. Like other committees, the recommendations did not fully see the light of implementation. In 1996, one of the most crucial initiatives was taken by the World Bank through a study which fixed some targets and called the government for redefining the frontiers of the public sector; expanding the scope of operations for the private sector and
148 Afr. J. Pol. Sci. Int. Relat. nongovernmental organizations; enhancing the level and nature of accountability and responsiveness; streamlining regulations, laws, and processes; and overhauling the rules and processes and maintaining an efficient, committed, and professional public service. The study was very comprehensive and covered almost all aspects of the NPM model (Rahman et al., 2013). In 2000, the Public Administration Reform Commission (PARC) was formed and the reform efforts by the Public Administration Reform Commission (PARC) were clearly influenced by the New Public Management movement. PARC provided some innovative ideas, submitting 70 short-term and 37 long-term recommen-dations, including considering citizens as customers, among other things, the improvement of public service delivery, reform and downsizing of the civil service, taking measures to combat corruption, among others (GoB, 2000). Privatization of public enterprises, contracting out of public services, users, reduction of manpower in the public sector, meritocracy in the public service, professionalism, performance standards, citizen’s charter, market-based salary structure, devolu-tion of authority to local elected bodies, e-governance, and combating corruption were some of the recommendations that reflected the spirit of NPM to a greater extent (Rahman et al., 2013). But few of these recommendations have been implemented so far in public administration in Bangladesh due to various problems. The Asian Development Bank Report (2007) the problem of implementation of reform recommen-dations in the following manner (1) outside interference in administrative decision making; (2) politicization of the civil service; (3) nepotism and favoritism; (4) a lack of delegated authority by mid-level and local level public officials; (5) a lack of public scrutiny of public
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