policy, focalpointandvarious mechanisms, including training, particularly training oftopmanagement whichcouldencourage theuseofinformation management andtechnologies. 21.23 Thespecific objectives ofthesubprogramrne, therefore, are: (a)Toassistdeveloping countries inreforming andrestructuring their administrative andmanagerial systems withaviewtoimproving theproductivity and effectiveness ofsuchsystems: (b)Tofacilitate management oforganizational changeinresponse toexternal orinternal factors ofpublicadministration: -7- Digitized by Dag Hammarskjöld Library(c)Topromote decentralization, localself-government andcitizen participation inpublicaffairs; (d)Todevelop management information systems andoffice automation inpublic administration. (b)Courseofaction oftheSecretariat 21.24 Inaccordance withthespecific objectives outlined above, theSecretariat willcarryouttechnical co-operation activities, including advisory services and training andfieldprojects, undertake studies ofmeasures required tointroduce administrative improvements andprocedural simplifications tostrengthen local government institutions within theframework ofnational constitutions prevailing indeveloping countries andstudies inoffice automation andinformation systems development andmaintenance. SUBPROGRAMME 3.TRAINING ANDDEVELOPMENT OFHUMANRESOURCES FORPUBLIC MANAGEMENT (a)Objectives 21.25 Thelegislative authority forthepresent subprogramme derives fromGeneral Assembly resolutions 39/219 and40/213; Economic andSocial Council resolutions 1985/73, 1987/81 and1989/120; andEconomic andSocial Council decision 1989/114, paragraph (b)(ii). 21.25 Personnel administration isnowconcerned notonlywithrecruitment, selection, placement, utilization, promotion, discipline andcompensation ofpublic personnel, butalsowiththeirtraining, career development andmobilization of overall humanresources. Procedures andpractices relating tothosevarious facets wereofteninadequate andpersonnel policy wasfrequently inarudimentary state. Insomecountries, thecivilservice, whichmaylackproperclassification, maybe further handicapped byarelative lackofinternal mobility. Despite relatively lowratesofcompensation, theoverall sizeofthecivilservices mayimpose too largeaburden onthenational central personnel agency, andthescopeofits functions requires urgentattention inmanydeveloping countries astheyaffect the proper control anduseofthecivilservices. Ethical standards ofconduct may similarly require strengthening inordertoprevent abuseofpowers bycivil servants. 21.27 Quite afewdeveloping countries haverecently beenfacedwithquestions of thesizeofpersonnel inthecivilservices. Determination ofsurplus staffand retrenchment anddecentralization ofpersonnel functions fromacentral personnel office tolinedepartments and/orlocalunitsareacomplex issue,particularly in thecontext ofstructural adjustment ofnational economies. 21.28 Establishment ofavalidstatistical baseforcivilservice personnel is vitalfordevelopment ofeffective public sector humanresources planning and training. Computerized personnel information systems maybeestablished toimprove humanresource management andplanning, aswellastraining andmanagement development. -8- Digitized by Dag Hammarskjöld Library21.29 Theobjectives ofthesubprogramme, therefore, willbe: (a)Toprepare anddisseminate guidelines onimprovement inpublic personnel policy andrationafization ofcivilservice systems; (b)Toassisttraining institutions indeveloping countries tomodernize and develop curriculum formanagement development, improve training methods anddesign training packages forsenior management toenhance theirskillsinpolicy development.
**Analysis**
The text appears to be focused on the development of human resources and management in public administration, with an emphasis on training, policy development, and institutional strengthening. It seems to be related to the effective governance and management of public services, which is a key aspect of economic development.

**Category**
Employment, Education, Science and technology