Prepared for delivery at the

PRESIDENTIAL LECTURE FORUM

in Jakarta on July 24, 2019

TOWARDS
A WORLD-CLASS Pan Suk Kim, Ph.D.
BUREAUCRACY Former Minister of Personnel
Management of the Republic of Korea
IN A DIGITAL ERA Professor of Public Administration in the
College of Government and Business at
Yonsei University in South Korea
pankim@gmail.com
Bilateral MOU on September 10, 2018
 Contents
1. Global Trends in Public Administration

2. Social Identity, Motivation, Performance, and Ethics

3. Building a World-Class Government in a VUCA World

4. Leading the 4th Industrial Revolution in a Digital Era

5. Lessons learned
1. Global Trends in Public Administration
Global Trend: Paradigm Shift in Public Administration (PA)

Legal PA Economic PA Sociological PA

(Traditional PA) (New Public Management) (NPM) (Post-NPM, Governance)

Citizen-state Obedience Entitlement Empowerment

relationship
Accountability of Politicians Customers Citizens & Stakeholders
Senior Officials
Guiding Compliance with Efficiency Accountability,
Principles rules Transparency &
Participation
Criteria for Output Outcome Deliberative Process
Success
Key Attribute Impartiality Professionalism Responsiveness

Type of Coerciveness Delegation Collaboration

Interaction
5
Public Trust and Good Governance
General Reasons
of Public Distrust ACCOUNTABLE

• POWER ABUSE OR MISUSE CONSENSUS

TRANSPARENT
ORIENTED
• POLICY FAILURE
GOOD
GOVERNANCE
• LACK OF PUBLIC SERVICE QUALITY
RULE OF LAW PARTICIPATORY
• OUTDATED GOVERNMENT SYSTEMS

• SCANDALS OR CORRUPTIONS
RESPONSIVE COLLABORATIVE
• OFFICIAL’S MISTAKE, IMPROPER WORDS
 Accountable Governance Demonstrating
evidence of HIGH
Demonstrating
Evidence of PERFORMANCE
Advanced Level: Excellence
Performance-based
administrative culture
Amendatory
Accountability
(change or reform
bad things)

Answerability and Explanatory

Accountability
(Responsiveness)

Enforceability
Compliance with rules (Innocence) The concept
Basic Relying on an honest and ethical character
(Obligation) is NOT fixed!
TRANSPARENT GOVERNANCE
DIGITALIZATION
can enhance the
level of
Clear transparency
Straightforward

Accessible Open
Information Disclosure Observable

Transparent = glassy, crystalline, see-through

Rational Accurate
Reasonable Correct

Ethical
Corruption-Free
Participatory Governance Citizen participation
should be
encouraged
Empowerment
(citizens’ juries, ballots, deliberative decision-making in the
hands of the pubic)

Collaboration
(citizen advisory committees, consensus-
building, participatory decision-making)

Involvement
(workshops, deliberative polling) The
Consultation concept
(public comments, is NOT
surveys, public
meetings) fixed!
Information It is
Sharing
(fact sheets,
evolving
websites)
Collaborative Governance: a journey of the octopus bike
Communication, Deliberation
& Collaboration

Octopus Bike
2. Social Identity, Motivation,
Performance, and Ethics
Social Identity Theory: identify who you are

Social Identity
Personal Identity (groups to which I belong)
(my characteristics)
Who am I? • I am an Indonesian
• I am 6 feet tall
• I am a civil servant of the
• I am outgoing
Indonesian government

Compared to…

Other individuals Members of other groups

Social Identity Theory
Personal Personal
identity achievement
Need for
Self-esteem
self-esteem
Social Group Economic
identity achievement Growth

As a civil servant, Success

devote yourself Factors of
Who are you? for the national Korea
development
Professional
Education
Bureaucracy
Public Service Motivation (PSM)
PUBLIC
▪ PSM: an individual's INTEREST

predisposition to respond to
motives grounded primarily
in public organizations

▪ Individuals with greater

COMPASSION
PSM SELF-
SACRIFICE

PSM are likely to perform

better in public sector work
(Source: Perry & Wise, 1990) CIVIC
DUTY
 RS Model
Extrinsic rewards are the tangible rewards given by his/her

EP organizations, such as pay raises, bonuses, promotions, and

awards (Intrinsic rewards are ones that come from within the
employee; an employee who is motivated intrinsically is
working for his/her own satisfaction)

Perceived value of
rewards

Competencies Extrinsic rewards

Perceived
probability that Reward
effort will result in
Effort Performance Satisfaction
performance
Intrinsic rewards
Role perceptions
Perceived
probability that
effort will result in
desired reward Perceived equity of rewards
Source: Porter-Lawler Expectancy Theory
Performance-related Pay Scheme for Middle- and Lower-Level Officials

Salary, particularly new employee’s salary, should be increased

in order to maintain a basic quality of life

Appraisal Grade Grade S Grade A Grade B Grade C

Payment Scope Top 20% 40% 30% Bottom 10%

Performance Pay 172.5% of
Rate monthly salary
125% 85% 0%

Champion Mediocre

* Note: Senior officials can have 8~10% of annual salary for the Grade S 16
Best Civil Servant Awards of
the Republic of Korea
• It has several categories: economic
revitalization, citizen safety, talent
development, fulfillment of social
values, and enthusiastic
administration (innovation)

• One of the following incentives will

be granted to an awardee:

special promotion, special pay scale

increase, pay for performance,
highest appraisal grade, or training
opportunity in overseas.
PRACTICING MERIT PRINCIPLES

Merit principles MERIT-BASED RECRUITMENT

& SELECTION
▪ Recruit, select, and promote
based on merit, after fair and
open competition. MERIT-BASED PROMOTION

▪ Provide equal pay for equal

work and reward excellent
performance. MERIT-BASED REWARDS
Major Laws for Strengthening Public
Service Ethics and Property Registration
• The Public Service Ethics Act (PSEA) of 1981

• The Anti-Corruption Act (ACA) of 2001

• The Improper Solicitation and Graft Act of 2015:

• No free meal (Limit: no more than $30)
• No gift (Limit: no more than $50)
• No congratulatory or condolence money (Limit: no more than $50)

• Strict property registration for Grade-4 (Directors) and higher-levels

(www.peti.go.kr) and information disclosure to the public (deputy
ministers and higher-levels including political appointees)
3. Building a World-Class Government
in a VUCA World

⚫ VUCA: volatile, uncertain, complex, and ambiguous

Building “New Indonesia” as the 2nd Nation Building
Advancement: toward New Indonesia
as the 2nd Nation Building

Democratization

Industrialization

Nation Building
PATH OF THE DEVELOPMENT
How and What To Do in Two Worlds:
Physical vs Digital → A strong nation of soft-power

Land: The world’s 14th largest country It would be great to connect all
with more than 17,000 islands the people in a virtual space
(Population: 4th largest; about 261 millions)
4. Leading the 4th IR in a Digital Era
 The 4th
Industrial
Revolution
(2nd Information Revolution)

Indonesia needs
to be a LEADER
of the
4th Industrial
Revolution (IR)
Government Office for Artificial Intelligence?
Presidential Committee on the 4th Industrial Revolution (PCFIR)
www.4th-ir.go.kr
“Artificial intelligence” will
change all industries in the
future as “electricity” has
changed all industries.
 Adaptation of Human Work towards an AI Society:
Need to recruit “AI experts” in government.
Is your agency able to recruit them? Otherwise, “a new job classification” is needed

New employees need a high level of “digital literacy.”

Need to build a
digital government
or digital
bureaucracy
2nd Information Revolution: Better, Faster, and Cheaper Service
Daegue - Ddu-bot for a passport service

Local
governments
utilize AI

IoT
Gangnam-bot for a parking service
Global Trends of Reform
❑ Survival of the fittest
It is not the strongest
of the species that
찰스
survives, nor the most
다윈의 진화론
intelligent, but the
one most responsive
to change.
(Charles Darwin, 1809)

❑ Survival of the reformist

Continuous reforms at all times

❑ An era of administrative transformation

5. Lessons Learned
Metamorphosis is needed
Growth and success come only through
continuous effort and struggle,
my success has been the product
of many years’ struggle.

Butterfly transformation
Performance Equation
• Performance = F (Competencies
X Motivated Efforts)

• Continuous development of
competencies (skills, knowledge,
abilities, values, attitudes: SKAVAs)

• Motivation by intrinsic and

extrinsic rewards & incentives
Fundamental Reframes to Reform
From To
can’t change without a crisis ALWAYS KEEP IMPROVING

it wouldn’t work here LEARN FROM OTHERS

manage process ACTIVELY PROBLEM-SOLVE

try to please everyone HAVE THE COURAGE TO PRIORITIZE

communicate top-down NURTURE TWO-WAY ENGAGEMENT

the perfect plan EMPOWER PEOPLE TO GET IT DONE

Source: McKinsey. 2019. Reframe to Reform: Putting people at the center of government transformations.
33
Professor Pan Suk Kim’s Profile
• Dr. Pan Suk Kim is currently a Professor of Public Administration in the College of Government and Business
at Yonsei University in South Korea. He is also an elected lifetime international fellow of the National
Academy of Public Administration (NAPA) in Washington, DC.
• Dr. Kim has broad experience as an expert in governmental affairs. He was Secretary to the President for
Personnel Policy (Presidential Appointee) in the Office of the [Korean] President and the Minister of the
Ministry of Personnel Management of the Republic of Korea.
• He was the Dean of the College of Government and Business at Yonsei University. He received his Ph.D.
degree from the American University in Washington, DC.
• He was the president of the Korean Society for Public Personnel Administration (KOSPPA) as well as
regional and international associations including the Asian Association for Public Administration (AAPA) and
the International Institute of Administrative Sciences (IIAS) in Brussels. He was a member of the United
Nations Committee of Experts on Public Administration (UNCEPA) in New York for two terms and was a
Vice Chairperson of UNCEPA.
• He has received several awards including the International Public Administration Award (2009), the Paul P.
Van Riper Award for Excellence and Service (2012), the Donald C. Stone Service to ASPA Award (2019), and
the Fred W. Riggs Award (2019, SICA) from the American Society for Public Administration (ASPA). In
September of 2017, he received the Warner W. Stockberger Achievement Award from the International
Public Management Association for Human Resources (IPMA-HR).
• He can be reached at pankim@gmail.com