Organisational change and development in the public sector: inhibiting factors in Pakistan

Pakistan is at the crossroads of a political, social and economic change process. Population is severely affected by the working of the public sector. They feel crippled trying to get basic requirements met such as a passport. The government is working towards changing and improving the public sector.
This study contributes to limited literature in Pakistan on organisational change and development in public sector organisations. The objectives of the research are fourfold. Firstly, to analyse public sector organisations of Pakistan developing a coherent understanding of factors which inhibit organisational change and development in them. Secondly, evaluating the multifaceted impact of identified inhibiting factors on the working of public sector organisations of Pakistan. Thirdly, to use that understanding to propose a model for public sector reforms in Pakistan and other developing countries. Fourthly, to impact the way public policy is framed.
The study benefits from public sector reforms in developed countries and highlights a developing country perspective. Pollitt and Bouckaert’s (2011) model for public sector reforms was selected from literature and tweaked to fit the case of a developing country scenario. Bouckaert’s (2007) work on organisational culture was used to strengthen the model.
A qualitative approach was used and thematic analysis was undertaken. Semi-structured interviews and participant observations were used to triangulate data sources and strengthen the case study.
The study built on Pollitt and Bouckaert’s (2011) model and identified Pakistan specific variables. Consequently, a revised model was proposed which will be applicable to the developing country scenario and specifically to the case of Pakistan.
This study aims to fill gaps in the literature. Firstly, it contributes to existing literature on developing countries and impacts the way public policy is framed and executed. Secondly, it contributes to limited literature on organisational change and development in the public sector organisations of Pakistan. Thirdly, the Pollitt and Bouckaert’s (2011) framework has never been applied in the case of Pakistan, a gap which this study aims to fill. Finally, this study helps to develop a holistic model to understand public management reforms in Pakistan and other developing countries. This is of great practical relevance to other regional developing countries with a similar model of governance and cultural setting e.g. post colonial India and Bangladesh etc.
Despite multifarious bottlenecks public sector institutions in Pakistan have survived and aspiring for a better future. The study is an effort to identify variables impacting the working of these organisations, and addressing them could reform the public management system in Pakistan. It is hoped that this paves the way for future research in this discipline benefitting the public.