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Enhancing Managerial Competencies of Civil Servants: Developing an Organizational and Economic Mechanism Based on International Practices
Corresponding Author(s) : Sarvar Khayrulloevich Saidov
American Journal of Economics and Business Management,
Vol. 8 No. 2 (2025): February
Abstract
Good public administration outcomes come from having professional civil servants. Competency and professionalism of civil servants. In an era of rapid governance. Public administration transformations require civil servants to receive needed professional management skills. The government of Uzbekistan works on administrative changes to enhance administration quality governance efficiency and transparency. Learning from international best practices, the system needs to provide specific ways to improve employee abilities. Competency frameworks operate in many countries across the world yet need fitting to Uzbekistan's specific administration system. Governance structures remains underexplored. This study examines strategies. This research develops an approach to help Uzbek civil servants improve their management skills. Continuous Professional Development (CPD) model. The research it reveals three main ability areas including developing plans, guiding others and handling digital content literacy. The research shows that CPD must work inside regular public administration functions for sustainable capacity building. The study brings an updated Continuous Professional Development to light. A customized administrative system matches Uzbekistan's existing structure in the country. Public administration systems stand by worldwide professional standards to suit their local environments. Implementing CPD in An effective public administration system brings positive results in public governance and increases transparency levels, improve service delivery.
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- L. of the R. of Uzbekistan, “On public civil service,” no. LRU-788, Aug. 8, 2022.
- UNESCO, Artificial Intelligence and Digital Transformation Competencies for Civil Servants, Paris: UNESCO Publishing, 2021.
- U. N. D. Programme (UNDP), “Case Study on the Implementation of Competency Framework for Senior Management,” 2018.
- C. I. of Personnel and Development (CIPD), “Competence and Competency Frameworks,” London, 2007.
- D. C. McClelland, “Testing for competence rather than for intelligence,” Am. Psychol., vol. 28, no. 1, pp. 1–14, 1973.
- H. C. for D. Governance and Innovation, “Challenges in Competency-Based Governance Systems,” Cambridge, MA, 2020.
- S. Civil Service College, “Annual Report on Civil Service Training Programs,” Singapore, 2022.
- M. U. Atamuratov, “Competency Development for Public Administration in Uzbekistan,” Uzb. Public Adm. J., vol. 5, no. 3, pp. 45–58, 2022.
- K. I. of P. Administration (KIPA), “Innovative Training for Public Sector Leaders,” Seoul, 2020.
- Г. служба РФ, “Методические рекомендации по развитию управленческих компетенций,” Москва, 2022.
- C. Woodruffe, “What is meant by a competency?,” Leadersh. Organ. Dev. J., vol. 14, no. 1, pp. 29–36, 1993.
- L. M. Spencer and S. M. Spencer, Competence at Work: Models for Superior Performance, New York: John Wiley & Sons, 1993.
- S. K. Saidov, “Enhancing Managerial Competencies of Civil Servants in Uzbekistan: An Organizational-Economic Approach in the Context of Digital Transformation,” Acad. Open, vol. 10, no. 1, pp. 10–21070, 2025.
- R. E. Boyatzis, The Competent Manager: A Model for Effective Performance, New York: Wiley, 1982.
- R. Ayu and S. AB, “The Role of a Leadership Competence in Improving the Quality of the 21st Century Civil Servants: A Phenomenological Approach of Governmental Institutions in Jakarta,” South Asian Res. J. Humanit. Soc. Sci., vol. 1, no. 03, pp. 315–322, 2019.
References
L. of the R. of Uzbekistan, “On public civil service,” no. LRU-788, Aug. 8, 2022.
UNESCO, Artificial Intelligence and Digital Transformation Competencies for Civil Servants, Paris: UNESCO Publishing, 2021.
U. N. D. Programme (UNDP), “Case Study on the Implementation of Competency Framework for Senior Management,” 2018.
C. I. of Personnel and Development (CIPD), “Competence and Competency Frameworks,” London, 2007.
D. C. McClelland, “Testing for competence rather than for intelligence,” Am. Psychol., vol. 28, no. 1, pp. 1–14, 1973.
H. C. for D. Governance and Innovation, “Challenges in Competency-Based Governance Systems,” Cambridge, MA, 2020.
S. Civil Service College, “Annual Report on Civil Service Training Programs,” Singapore, 2022.
M. U. Atamuratov, “Competency Development for Public Administration in Uzbekistan,” Uzb. Public Adm. J., vol. 5, no. 3, pp. 45–58, 2022.
K. I. of P. Administration (KIPA), “Innovative Training for Public Sector Leaders,” Seoul, 2020.
Г. служба РФ, “Методические рекомендации по развитию управленческих компетенций,” Москва, 2022.
C. Woodruffe, “What is meant by a competency?,” Leadersh. Organ. Dev. J., vol. 14, no. 1, pp. 29–36, 1993.
L. M. Spencer and S. M. Spencer, Competence at Work: Models for Superior Performance, New York: John Wiley & Sons, 1993.
S. K. Saidov, “Enhancing Managerial Competencies of Civil Servants in Uzbekistan: An Organizational-Economic Approach in the Context of Digital Transformation,” Acad. Open, vol. 10, no. 1, pp. 10–21070, 2025.
R. E. Boyatzis, The Competent Manager: A Model for Effective Performance, New York: Wiley, 1982.
R. Ayu and S. AB, “The Role of a Leadership Competence in Improving the Quality of the 21st Century Civil Servants: A Phenomenological Approach of Governmental Institutions in Jakarta,” South Asian Res. J. Humanit. Soc. Sci., vol. 1, no. 03, pp. 315–322, 2019.