Abstract
This chapter discusses the changes in the characteristics of Bhutan’s public administration since 2006 with the implementation of the Position Classification System (PCS) reform, changes in political governance and other public sector reforms. It examines the PCS and discusses the introduction and formulation of the PCS. Using Peter Hall’s description of the two types of policymaking, that is, normal policymaking and paradigm-shift policy, a description of the PCS is presented. This chapter also examines some of the recent reforms, such as the introduction of democracy in Bhutan in 2008 and the introduction of performance compacts in 2010. Together with the PCS, these changes have changed Bhutan’s public administration system based on the ideal type typology.
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Notes
- 1.
All interview respondents are indicated as “R” (see methodology section of Chap. 6 and Appendix I for more).
- 2.
It must, however, be noted that the differentiated entry grades of the cadre system was to attract doctors, engineers and other professionals.
- 3.
The Royal Institute of Management is the only management institute in the country providing management courses at the postgraduate level. It provides training for new inductees into the Bhutanese civil service. The Institute also conducts executive training programmes and provides expertise in public policy-related issues for the government. Together with the RCSC, the Royal Institute of Management was a key focal point during the formulation of the PCS.
- 4.
The Danish Government is one of the main partners which support Bhutan’s good governance initiatives. As a part of their funding programme in Bhutan, the RCSC received financial and technical support for the formulation of the PCS.
- 5.
A third volunteer was recruited by the RCSC in 2006 but he did not play a significant role in the PCS per se.
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Ugyel, L. (2016). The Position Classification System and Bhutan’s Public Administration in a New Era of Governance. In: Paradigms and Public Sector Reform. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-40280-2_5
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