3.

0 Introduction The main role of the Pay Research Bureau (PRB) is the preparation of a report of the current Appraisal of Grading Structures, pay and Conditions of Service in the Public Sector. This Report encloses the Civil Service, the Local Authorities, the Parastatal and other Statutory Bodies, Public Service Pensioners and the Private Secondary Schools. Normally the PRB recommends the Government on the remuneration package (Pay, Conditions of Service and Benefits) of staffs in the Public Sector. The Report is normally prepared against the backdrop of persistent weakening global economy and need to modernise the public service and make it more resilient and robust and capable of meeting the forthcoming challenges.

3.1 Historical Perspective The Pay Research Bureau came to be operative on the 1st March 1978. It was directed and managed by a Director who along with two Assistant Directors including the permanent staff of the bureau. A six week training course in Pay and Research and Staff Inspection Evaluation techniques at the United Kingdom Pay and Research Unit and the Civil Service Department were assisted by the two Assistant Directors at the end of 1977. In the upshot of the arrangements made with the British Government in February 1978, Mr P.L. Burton hitherto with the British Pay Research Unit and Mr H. Bunkell, Advisor at the Civil Service Department, came to Mauritius to assist in the training of the operational staff. The University Of Mauritius had organized two weeks of intensive course which was run in February 1978. Not only the operational officers attended the training course, but also one representative of the Federation of Civil Service Unions and one Government Servants Association were invited. Three months theoretical as well as practical on-the-job training have been borne by a few additional officers who have since been appointed. As it has already been mentioned that the Pay Research Bureau was built up to keep under constant check the pay and grading structure of the Public Service. Originally, the Bureau will

establish on a rationalization of the grading and pay structure of the civil service. Later on, the Bureau will commence identical work in the rest of the public sector and finally it will broaden its survey to make comparisons between jobs in the private sector to that in the public sector so that the government may take whatever steps it deems mandatory to make sure that rates of pay for widely commensurate work are largely in line, considering the differences in other conditions of service. On the long term the Bureau should hereafter be able to help in developing a pay policy for the country in general. The aim for devising the first report is July 1981. The Bureau has chosen a job evaluation operation plan to achieve these objectives. Job Evaluation is a methodical proceeding for concluding the relative benefit of jobs in the management and implementation of their value relationship to one another. During the last few decades, different approaches of job evaluation have been evolving. These approaches shall be studied further. The process of Job evaluation can be split into 3 different parts. 1. The Fact Finding Phase 2. The Analysis and Assessment Phase 3. The establishment of Salary Structures

3.2 Approach and Methodology A transparent and consultative approach was adopted by the bureau un the process of dealing with parties in the context of this review on pay and grading structures and conditions of service in the public sector. The management and staff unions as well as individuals from the civil service, parastatal and other statutory bodies and local authorities were given the opportunity to depose separately. We, however, allowed staff representative to attend part of the deliberations during meeting with management. This was done with the aim of sharing with parties that could be considered and those that could not, particularly concerning the organization structure. Parties were also surveyed on the possible options at those meetings. Feedback received confirmed that the novelty of our approach was much appreciated.

3.3 The Total Reward System The adoption of a system by an integrated reward strategy to attend weaknesses and the respond to the present day requirement in a delicate manner altogether while setting a base for the movement over time from a purely entitlement culture to a mixture of entitlement culture to a mixture of entitlement and performance/eligibility culture. Wherever desirable and feasible, appropriate links have been established between rewards and desirable attitudes for improved performance. Under the Total Reward System is covered the: 1. Business design with proper number of levels corresponding needs for real distribution of service with satisfactory career development and earnings. 2. Fixed pay scales mount on evaluation and determination 3. Provision for the delayed introduction wherever feasible and wanted for variable reward/ based on preset parameters 4. Amend conditions of employment to better off performance.

Pay Structure Pay relativities have been established on the basis of evaluation and market realities. Even with the fact of having concern to the vital issues of national affordability and social acceptability, the Bureau has, inter alia, considered the urgent need to: 1) set salary at levels that would allow public sector organisations to recruit, inspire and keep hold staff of the right caliber in right amount; 2) regenerate relativities and variance in reward appropriate to responsibilities; 3) bear in mind the loss of purchasing power since the last evaluation; 4) exaltation of certain skills in vital areas and give the right indication for the study of subjects in specialized technical areas and other priority zones;

5) guarantee a tolerable return on the very high investment rates involved in the acquisition of certain skills; 6) compensate for upgrading of qualifications and credentials, long working hours and skills in high demand and short stock; 7) strike the right balance between pay as an instrument of economic management and as a requirement of human resource management; and 8) Strike the correct equilibrium between modern trend for flatter structures and the provision of career paths/earnings; provide room for personal growth and development as well as for some devolution in remuneration issues with appropriate control mechanism. In short, the challenge of this review has been to find out the way to simultaneously redress all the weaknesses of the present pay system, to address all the human resource requirements of the day and to come up with pay structures and levels that would be effective and acceptable, in an environment of high expectations, and all these, with means that the country can afford.

3.5 Performance/Productivity Related Reward Schemes The bureau recommended the immediate introduction of Performance Management and wherever applicable, the phased deferred introduction of some form of Performance/Productivity Related Reward Schemes. The latter would operate under a system of monitored devolution whereby organisations would come up with schemes which would be subject to the examination and consideration of a Standing Committee on Performance Related Reward and the approval of a High Level Committee chaired by the Secretary to Cabinet and Head of the Civil Service prior to implementation and execution. As a precursor to Performance Related Reward, the grant of increments to officers should in effect be based on efficiency, diligence and obligation including positive behaviours like regularity and availability.

3.6 Condition of Service Conditions of Service applicable to the Public Sector have been revised to induce desired employee behaviour and approach for improved performance. Wherever appropriate, a

hierarchy of benefits has been maintained recommended ensuring that relativities established through evaluation are not disturbed. It is expected that the conditions of service would have beneficial results in the form of more effective recruitment of staff; enhanced morale and loyalty and devotion; lower turnover and absenteeism; and good relations.

Errors and Omissions Unpretentious errors and omissions may somehow have occurred in a report of this extent and complexity particularly considering the fundamental alterations in its presentation and the tight time frame for its preparation. We, therefore, invite all parties concerned to submit any error and omission identified to the Bureau within a lapse of time of three months from the date of the approval of the Report for implementation. These would be dealt with within the shortest possible delay. Except for these errors and omissions, no piecemeal correction and adjustment of salary should be effected until the next review.

Collection of Data Heads of Ministries/Departments, Parastatal and other Statutory Bodies and Local Authorities are usually requested to give in info regarding their organisations' visions, missions and objectives along with proposals for re-engineering/structural modifications e.g. delayering, merger of grades, creation of additional levels and redefinition of job specifications that would allow organisations to attain their missions and objectives more proficiently and effectively. They were also invited to submit their outlooks on conditions of service, comprising the proposals for adjustments/improvements taking into account factors and aspects such as desired employee behaviour, acquired rights, cost implications and paybacks to stakeholders.

Contrariwise, all Staff Associations are entitled to make separate suggestions to the Bureau on evaluations they represent, taking into concern the features mentioned in the foregoing clauses.