DEPARTMENT OF PUBLIC ADMINISTRATION

A TERM PAPER ON CIVIL SERVICE TRAINING & HUMAN

RESOURCES DEVELOPMENT
COURSE CODE: PA-3201
COURSE TITLE: PUBLIC PERSONNEL ADMINISTRATION IN
BANGLADESH.

SUBMITTED BY SUBMITTED TO
Name: Mahmudul Hasan Nishan Mohammad Razaul Karim
Roll: 171905 AssociateProfessor
3rd Year 2nd Semester Dept. of Public Administration,
Session: 2016-2017 Faculty of Social Science.
Dept. of Public Administration, Comilla University.
Pabna University Of Science And Technology

Submission Date: 01-01-2021

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 INDEX

Serial Topics Page

No. No.

01 Abstract and Acknowledgement 3

02 Introduction 4

03 Definition of training 4-5

04 Historical background of training 5-6

05 National Training Policy 6

06 Training institutions 6-7

07 Major training courses for the entry level administrative civil 7

services officers:
08 Types of training 8-10

09 Some conventional training in present times 11

10 Analytical Review of Problem 12

11 Recommendations 13

12 conclusion 13

13 References 14

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 Abstract
Training and Development is a subsystem of an organization which emphasize
on the improvement of the performance of individuals and groups. Training is
an integral part of administration and an essential aid for the efficient
operation of the public services. In the context of expanding administrative
activities catering to the development process, the importance of training is
apparent. Since administration is becoming fast, highly technical, specialized
and complex the setting up of proper training institution and developing
suitable programs have become imperative. This term paper, therefore, delves
into the present situation of training in Bangladesh. It high lights, examines
and analyses related problems and suggests remedies for overcoming them.

Acknowledgement
First of all I would like to express my gratitude to almighty Allah, the supreme
ruler of universe enabling us to complete this assignment ―Historical
Development of Personnel Administration. I deeply indebted to our honourable
and praiseworthy teacher, Mohammad Razaul Karim for giving us an opportunity
to survey to analyze and enhancement knowledge through this assignment.

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 Civil service training and human resource development

Introduction:
Training is about knowing where you are in the present and after some time where will you
reach with your abilities. By training, people can learn new information, new methodology
and refresh their existing knowledge and skills. Due to this there is much improvement and
adds up the effectiveness at work
The government of Bangladesh is very much concerned about the competency
enhancement of the BCS officers specially the members of administrative cadre.

The present public administration training policy discussed here for better understanding
the present scenario of the training. The effectiveness of training for the administrative
cadre officers depends on the importance and crying need of need based training our
country. So, we need to evaluate the effectiveness of training programs for the
administrative cadre officers thoroughly and find out the best solution to offer effective
program. The government expects some typical results from the training and management
development interventions like improved performance high level service delivery.

In administration, the training of civil servants is, thus, imperative for the role they play in
the development process. The influence of training in improving administrative
performance and infusing rationality in administrative action is, therefore, vital.
The government of Bangladesh is very much concerned about the competency
enhancement of the BCS officers specially the members of administrative cadre.

Definition of training

Training and Development is a subsystem of an organization which emphasize on the

improvement of the performance of individuals and groups. Training is an educational
process which involves the sharpening of skills, concepts, changing of attitude and gaining
more knowledge to enhance the performance of the employees. Good & efficient training of
employees helps in their skills & knowledge development, which eventually helps a company
improve.
1. Jack Halloran: Training is the process of transmitting and receiving information related
to problem solving.
2. Mathis and Jackson: Training is a learning process whereby people learn skills, concept,
attitudes and knowledge to aid in the achievement of goals.
3. Gary Dessler: Training is the process of teaching new employees the basic skills they need
to perform their jobs.

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4. Decenzo & Robbins: programs that are more present day oriented, focuses on
individual’s current jobs, enhancing specific skills and abilities to immediately perform their
job called training.
5. Ricky W. Griffin: Training usually refers to the teaching operational or technical
employees how to do the job for which they were hired.

By analyzing above definition we can say that “to provide the ability for the employee to
perform a specific job is called training. Training is combination of practices and theoretical
knowledge increasing the personal qualification.

Historical background of Training

After the birth of Pakistan in 1947, training of public servants gained gained attention. At
that time, an elaborate institutional arrangement was made for post-entry and in-service
training of different categories of civil servants. For the regular and systematic training of
the Provincial Civil Servants, Gazetted Officers Training Academy (GOTA) was set up in Dhaka
in 1960. In 1961 , an important train in g institute known as National Institute of Public
Administration (NIPA) was established in Dhaka, Karachi and Lahore training to the mid-
level officers of central and provincial governments, autonomous and local bodies. Since
most of the training institutions, established during the Pakistan period, were located in
erstwhile West Pakistan, Bangladesh inherited only two training institutions: NIPA & GOTA.
In order to unify the training facilities of different level categories of public servants of the
country the Civil Service Training Academy (CSTA) was established in 1973 by amid
amalgamating NIPA & GOTA. To cater to the training needs of the senior administrators
another training institute, Bangladesh Administrative Staff Col lege (BAS C) was established
in 1977.
These train in g institutes carried on their task s of imparting various train in g to different
colleges null different levels of public administrators in Bangladesh until Bangladesh Public
Administration Training Center (BPATC) came into being in 1981.

In order to make training relevant to the process of national development a National

Training Policy (draft) was formu1ate‹l in 1986. It was a comprehensive document, whi ch
out1ine d the objectives of and proper utilization of the existing training institutions, and
plan on a need-based training to build up the career of the civil servants. It envisaged coverage
of pre-service training to government employees belonging to grade 1-19 of National Pay
Scales (NPS)

It is clear from the foregoing discussion that over the years an elaborate institutional
framework of public administration training has been built in Bangladesh. The BPATC is a
multipurpose and comprehensive training institution, which has been assigned with t h e
responsibility of training the civil servants of all categories.
The main objective of the BPATC is to increase the effectiveness of the administrative
system of the country in planning and implementing development programs. To achieve

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these ends, the BPATC focuses training in the development policy planning and
implementation techniques, the u.se of modem tools of t management and new concepts and
approaches to or organization and management. As such its basic objective and
responsibility is to provide organized and con tempos training to the civil servants regarding
the administrative system of government and development administration.

National Training Policy

The training policy is also referred to as ‘Staff Training and Development Policy’ or
‘employment Development policy’ or ‘Employment Training and Development Policy’ etc. It
is the starting point and refers to the development organization’s learning development
programs and activities at all levels. Training policy may be defined as a plan course of action
or guiding principle intended to influence to determine decisions and actions related to
capacity building of all employees.

The National Training Policy was issued in April 1996 through a set of Operational
Guidelines for the development of the human resources of the Government. This followed
the process of liberalization of the economy through de‐licensing and deregulation begun in
1991 and the 73rd and 74th Amendments to the Constitution, which took effect in 1993
thereby creating the third tier of Government at the Panchayat and Municipal levels.

According to National Training Policy, there are one apex academy (BPATC) AND nineteen
training academies for seventeen cadres.
There is no specialized training academies for following eight cadres:
1. BCS( Trade) 2. BCS (Statistics) 3. BCS ( Forest) 4. BCS ( Fisheries) 5. BCS ( Technical
Education) 6 BCS ( Public Works) 7. BCS ( Public Health) 8. ( Roads and Highways)

The government of Bangladesh has also adopted a National Training Policy. It is based on
two basic premises.
First, Training is conceived as a continuous process
Secondly, since all cadres of BCS are equal, they should undergo similar training.

Training institutions
According to National training policy there are one huge academy (BPATC) and nineteen
training academy for seventeen cadres. There is no specialized training academies for
following eight cadres:
BCS (Trade), BCS (Statistics), BCS (Forest), BCS (Fisheries), BCS (Technical education), BCS
(Police works).BCS (Public health), BCS (Roods and highway).
Training institutions:

Since most of the training institutions established during the Pakistan period, were located
in erstwhile west Pakistan, Bangladesh inherited only two training institutions: NIPA and
GOTA. In order to unify the training facilitates of different levels of Public servants of the

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country the Civil Service Training Academy (CSTA) was established in 1973 by
amalgamating NIPA and GOTA. To cater to the training needs of the senior administrators
another training institute, Bangladesh Administrative Stuff College (BASC) was established
in 1977.These training institutions carried on their tasks of imparting various training to
different colleges and different levels of Administration in Bangladesh, until Bangladesh
Public Administration Training Center BPATC came into being in 1981.By accepting the
recommendations made by various committees on economy and efficiency administration ,
the BPAC was created by an ordinance of the government of Bangladesh (P.O No XXVI-April
1984) amalgamating four training institutes -COTA,NIPA,BASC and STI.BPAC has four
regional training centers located in four divisional headquarters known as Regional Public
Administration Training Center (RPATC) in Dhaka , Chittagong, Rajshahi, and Khulna. The
BPATC provides full residential facility for all trainees and certain common facilitates .Under
the unified arrangement the functional responsibility of the BPATC is to impart training to
the officers of BCS cadre on their recruitment and refresher courses/in-service training
programs for mid-level as well as senior policy level officers.

Major Training institutions:

Name of training institutions Cadre
BPATC All cadres
BCS training center BCS administration
Bangladesh Foreign Academy BCS foreign
PAT BCS Police
Bangladesh Directorate Training BCS taxation
Academy
NAEM BCS education

Major training courses for the entry level administrative civil services
officers:
Two basic courses are compulsory for entry level administrative officers of Bangladesh civil
service. Those are foundation and law and administrative training course. Foundation
training course is the basic and induction training courses for the newly recruited officers of
BCS. As per the BCS recruitment rules of 1981 foundation training courses is compulsory for
the officers of BCS administration. The content of this courses are carefully selected so that
the participants can obtain practical knowledge of the different aspects of administration
and public management. The primary responsibility of organizing and imparting FTC is
vested BPATC.

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Types of training
Broadly speaking, there are two main types of training

1. Post- entry training

2. In service training

1. Post- Entry Training

There are three components of Post-entry training
 Foundation training
 Training in the specialized training Institute for all cadres
 On the job training

Foundation training
This training is Mandatory for all.
 Rule 7 of BCS Recruitment Rules, 1981 provides as follows:
7(1) [ A person] initially appointed to a service shall be required to undergo [(a)
foundational training for a period not less than four months at the Public Administrative
Training Centre, or at any other Institute and in such subjects or fields as may be determined,
from time to time, by the government
[(2) No person shall be confirmed in the concerned Service unless he has successfully
completed the training under sub-rule (1), has passed such departmental examination as
may be prescribed by order by the Government and has served the period of probation under
rule 6 and unless his conduct and work have been found satisfactory. ]

Major questions about foundation training

• It is feasible on the part of the government to provide uniform foundation training for all
cadre?
• Is the common foundation program equally beneficial for all cadre?

Impossible due to two factors. First, recruitment to BCS cadre was very erratic. As the
recruitment was unplanned total of recruitment to BCS cadres varied between 901 and 5224.
Providing foundation trainers experience backlogs in training.

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Overview of Foundation training courses:
General objectives of foundation training is to create a crops of skilled proactive and well-
groomed civil servants committed to the welfare and development of the people of the FTC
are to…
 Enable the participants to conceptualize the theories and principles of development
administration.
 Encourage them to use modern technology in management.
 Enable them to acquire the techniques of negotiation and organization development.
 Enhance skills in project planning and implementation.

The courses content are regularly reviewed and updated to adjust the knowledge of modern
public management. The sessions are generally conducted by own faculty members and for
extension lectures BPATC hires senior managers of public management areas. The
evaluation system is combination of exams, class test, group-work, presentations,
participation in classes report writing, assignment evaluations etc.

2. Post entry training in specialized departmental training:

A member of BCS cadre is required to complete a cadre specific specialized training
program. Specialized departmental training institutions trains such recruits with necessary
know-how for their efficient functioning. There is no specialized training academy for nine
cadres. In many cases post entry is offered after the trainees have performed their functions
for a year or two. There is no coordination among foundation training, specialized and on the
job training.

3. On the job training:

This training is given in a planned way when a recruits doing his job. This task is conducted
by a supervisor. But the reality is, the supervisor of the training don’t take this type of
training seriously.

Deficiency in training: (post entry)

Various studies have found a number of deficiencies especially in post entry training some
of them are mentioned below:
 Lack of accommodation: Physical capacity of BPATC is inadequate. Here is weeks
foundation training can be given to the only 400 civil servants in a year. In fact 1600
have not received foundation program.

 Lack of qualified and well trained staff. It happens because the senior civil servants
are willing for posting in training institutions and such posting do not take into
account the qualification and experience of civil servants, which results in a low

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 quality of training and motivation.
 Absence of career planning: Training is useful but its utilization is limited because of
absence of career planning.
 Distinguished training program: The post entry and in service training courses are
not will integrated and scheduled.
 Unclear national goal effectiveness of training is hindered by lack of clarity of national
goals and for this corruption increases.
 Lack of available foreign training: Foreign training is available to those who could
manage it and domestic training is for those who would not avoid it.

2. In-service training
There are three main types of in- service training for BCS officer in Bangladesh:
 Regular mid-level training
 Regular senior staff course, and
 Occasional short courses for mid-level and senior officers.
Most regular in-service training courses are offered by the BPATC through in some cases
such training is offered by departmental training academies such as Police Staff College. Most
occasional in- service training programs is conducted by departmental training Institutes.
Senior staff course:

The senior staff course is designed and organized for the top level policy marks to the rank
of joint secretary to the government and their equivalent officers from public enterprises.

Duration: Two half months

Total trainers: 25-30

Objectives:
 Acquaint the participants with the current concept and issues of national
development in order to develop their ability to sharpen problem solving and
decision making skill.
 Orient the participants with the complex issues of national development.
 Provide them opportunity for deeper appreciation of the complex and dynamic socio-
culture and politico economic environment appreciation in which they work.

Weakness of in-service training

 Most in-service training demand is very limited. Trainers try to avoid.
 Training is not fully integrated with career planning.
 In-service training in the BCS is much less rigorous than comparable training in the
defense service in Bangladesh.
 Lack of incentives for trainers
 Wastage of training

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Some conventional training in present times:

Law and Administrative training:

Law and administrative training is very essential for the new recruited administrative
officers and focuses on areas law and administration. After completing this training session
the cadres can perform these task efficiently those are given below

 Execute the magisterial and judicial functions efficiently.

 Flourish land management and collection of land revenue.
 Comprehend the norms and values of the supreme service (Bangladesh civil
service).

The course attempts to provide the trainees with a clear concept on the core issues of
criminal law, civil law, administrative laws and public administration and development
management.

Advanced course on Administration and Development:

It is known as a higher administration and development. The mid-level civil servants (Deputy
Secretaries and their equivalents) takes in these courses. Advanced course imposes the
method, technique and problem of public administration for the socio economic
development. The duration of this courses in 75 days.

Objectives:

 Explore the role of mid-level managers in changing national and global environment.
 Use information communication technology.
 Understand and implement poverty alleviation program.

Training Methodology:
 Lecture
 Assignment
 Seminar and workshop
 Study tour
 Term paper writing

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Analytical Review of Problem

Public administration on training in Bangladesh is still beset with serious problems. It is an

accepted principle of personnel management that for better performance one must recur
it the right person for the right job, the underlying logic behind this statement is that
before a person is selected for a particular job he must thoroughly be assessed in
qualifications abilities and motivation. In Bangladesh, the most potent factor for the poor
performance of training institutes is the low caliber and lack of professional ability and
expertise of a good number of personnel who act as trainers. This has created shortage of
trainers and increased dependency on guest speakers which has considerably reduced the
role of the BPATC as in effective public administration and management training institute.

Although the training policy formulated by NTC recognizes the need to systematize the
country’s training programs, the policy by itself I is inadequate to provide comprehensive
guidance for the principal organizations of Bangladesh Government in their efforts to
formalize the approaches and procedures for selection of trainees to assess training needs,
to link personnel divisions to training and to effectively utilize training results. The existing
policy is inadequate to provide guidelines for BPATC to systemize its training programs

At present, training within the country is of minimal interest to our public servants since it
is not given any value while promoting them from one grade to another or from one position
to another. Performance in training does not affect seniority as stated by Rule 9 of the
Bangladesh Civil Service and Cadre Rules. This means that there is no scope for trainees to
enhance their seniority by training. The civil servants thus hardly show any interest in
training and devolve more on personal contacts manipulations.

There are many backlog in training and its effect that are as follows:

 Reducing lifetime earning

 Delay in promotion
 Loss of confidence in the government
 Assignment of responsibility
 Same training of all cadres does not imply uniformity of work.
 It is impossible to promote crops de spirits from 3 to 5 thousand employees.
 Most technical cadres at the initial stage do not need any foundation training.
 The unrealistic goal of providing same training for all technical cadres created the
problem backlog.
 The curriculum of foundation training lacks focus.
 Intensify inter-cadre rivalry
 Changing attitude

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Recommendations

 Ensuring adequate physical capacity of BPATC as trainee can easily access

whenever they are recruited and promoted in higher post.
 Training evaluations system should be neutral, specific and bias free.
 Before starting training process we should teach the trainee about everything at
the right time and practice makes a man perfect.
 For ensuring effective training courses we should evaluate cost benefit analysis.
 Ensuring integrated training program. The post entry and in service training
courses are need to integrated.
 Before designing training program we need to consider the ability of trainee. Along
with this we should be give full mental, psychological and environment support.
 BPATC should renew ISO certification and strictly maintain ISO rules.
 Define clear national goals and objectives. If our policy formulate on the basis of
ensuring effective national goals and objective, of course or policy will be
implemented and its performance will serve national interest.

Conclusion:
The training and development intervention for the officers of the Bangladesh administrative
service are not only playing an effective role to enhance expected professional competence
as well as desired outputs. In the administrative culture of Bangladesh the work flow to an
officer who is dependable and also knowledgeable. For these reasons the effectiveness of
public administration training became a questionable issue. So we can expect that BPATC
will recover their policy like international quality training institution.

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Reference:

Training and development. (n.d). retrieved from https://www.mbaskool.com/business-

concepts/human-resources-hr-terms/8685-training-and-development.html
Definition of training.(n.d). Retrieved from http://hrmpractice.com/definition-of-training/
Ahmed, Yeasmine (2006). Public Administration in Bangladesh. Dhaka: Akram press.
Khan. Mohammad Mohabbat (1998). Administrative Reforms in Bangladesh. Dhaka: University
Press limited
National policy.(n.d). Retrieved from https://persmin.gov.in/otraining/NationalPolicy.p
Training system in Bangladesh Civil Service.(n.d). Retrieved from
https://www.researchgate.net/publication/341756906_Training_System_and_Institutional_
Mechanisms_of_Bangladesh_Civil_Service
Ali A.M.M. shawkat (2004). Bangladesh civil service a political administrative perspective. Dhaka:
university Press limited.
CAIDEN, G. E., (1971), The Dynamics of Public administration New York: Holt Rine Hart &
Winnston.
AHMAD, Salma, (1993), “Foundation Training of Bangladesh Public Administration
Centre (BPATC): An Overview”. Asian studies, 12.
SIDDIQUEE, N. A., (1993), Public Service Training in Bangladesh : A Critical Overview, Politics,
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Khan, M. M. and Zafarullah, H. ( 1984), “ Public Administration Training in Bangladesh : An
Overview”, International Review of Administrative Science, 46,4.
Training system in Bangladesh Civil Service.(n.d). Retrieved from
https://www.researchgate.net/publication/341756906_Training_System_and_Institutional_
Mechanisms_of_Bangladesh_Civil_Service

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