Economic restructuring should have taken place immediately after the political restructuring in the country. But economic restructuring could not take place until the decade after the promulgation of the new constitution. The common people had to suffer for public services. Nepal continued to decline in terms of corruption and irregularities.

The government could not listen to the voice of the citizens. It can be assessed that the Gen-G rebellion is the product of this mentality. To address the above-mentioned issues, a radical reform of Nepal's public service is necessary. For that, reform of the bureaucracy should be the main mantra.

The tendency to occupy higher positions is dominant because of the benefits of high-ranking positions but the lack of responsibility if they cannot perform their duties. The 2024 Nobel Prize in Economics was a little more talked about. In this sense, the famous book 'Why Nations Fail' published by Daron Esmoglu and James A. Robinson in 2012 had already caught the attention of many. The book explores the reasons why there has been no significant change in the top and bottom 30 countries in economic development in the past fifty years and also presents examples of countries including Nepal. The authors have repeatedly repeated the same reason for the failure of nations in the book - weak institutional (economic and political) capacity. The countries that have achieved unprecedented development today have emphasized the development of talented individuals at every level of society, including politics, administration, industry/business, education, health, etc. for institutional development. The conclusion of the book is that a strong institutional structure should be developed to convert such talent into power. The author has presented examples of many comparable countries such as the United States and Mexico. The book answers many questions such as the unanticipated development of Nepal, our problems, and the emigration of the youth abroad.

Major economic revolutions have occurred after political changes in the world. In Nepal, through the 2062/63 mass movement and the Constituent Assembly, several laws and institutional structures were yet to be created to institutionalize political change, and another rebellion occurred. Since it took so long to properly manage the political achievements achieved amid long-term conflict and despair, the economic reform programs were overshadowed by the attention of high-ranking officials on political maneuvering rather than on economic revolution and public sector reforms to improve people's livelihoods. As politics has entered one institution after another where reforms should have been initiated, the list of economic reforms seems to have been limited to election manifestos. In this way, when economic reform plans were limited to slogans, extreme disappointment arose among the people. As we lagged behind other countries in bureaucracy, work style, and compliance with digitization, many issues arose in the general services received by citizens, including passports and driving licenses. Even before the act directing the bureaucracy was issued, the civil service bill itself has been stalled due to many blunders and politics. On top of that, the transfer of the so-called permanent government has led to the instability of the government. Due to the lack of coordination between one government agency and another, distrust of the work done by one has increased and there is a tendency not to take ownership of the overall government service. Party-based employee organizations and the problems mentioned above can be found in almost all types of public agencies.

Three aspects need to be considered for capacity development of any organization. First, organizational capacity. Which includes organizational structure, delegation of authority, hierarchy, departments, branches/branches and number of employees, etc. Second, legal and institutional capacity. Which includes elements such as the provision of necessary policies and rules, freedom of action, regulation and supervision, adequacy of resources, and physical infrastructure. Third, capable, responsible and motivated human resources to properly utilize and mobilize both of these capacities. Since the first and second capacities are also developed by the employees, the third issue is an inherent, complex, ethical and behavioral element. In particular, it includes the issues of increasing the knowledge, skills and abilities of the employees and providing opportunities and motivating them to take up work.

The root problem of bureaucracy

There is a serious problem in the overall human resource management of the public service, including recruitment, selection, appointment, posting, transfer, promotion. A high level of hard work and ability is required to enter the public service of Nepal. The recruitment process in the public service is scientific, completely merit-based, clean and transparent. Among us who enter the public service, there are excellent students from schools and universities. It is also believed that the capabilities of government employees are superior to those of private employees. Since employees in high positions in the government are among those who are promoted through internal competition, they are bound to be more talented and brilliant than others. But, why has the performance of those same government agencies not been high, why is the service delivery deteriorating? Why is Nepal lagging behind in good governance? Why do most people trust private educational institutions and hospitals that have poor service facilities and inadequate physical infrastructure for employees? All these issues are worth considering.

Firstly, there are problems in the recruitment and selection of Nepal's public service. Recently, even in India, the trend of directly appointing personalities who have made a good impression in various international organizations to the government service has increased. But in our country, the scholars trusted by international organizations have rarely received permanent appointments. We also have the reality that due to the lack of experts and skilled technicians in the country, many studies/research and policies/plans have been done by foreign experts. Although the appointment of lower posts is made on the basis of 'merit', it seems that competitive examinations have become nothing more than 'ghokante vidya' due to the lack of coordination between the written examination system and work performance. There is still a tendency to select the heads of most organized organizations by trickery like the Pajani system. In addition, since those appointed through the competitive system are also viewed with different faiths in transfer/promotion and other career development opportunities, it is becoming a common issue that the capable employees are highly disappointed when their performance is not high or results are not good enough for career development. Even the reforms after the Gen-G rebellion should start by addressing these issues appropriately.

Another problem seen in public sector organizations in Nepal is incomplete capacity development. Every year, various organizational, legal and institutional capacity development action plans are presented. But since the organization, law, policy and rule making, as well as service delivery, have to rely on employees or human resources, not much attention has been paid to the necessary human capacity development. This is also the reason why many commissions and restructuring reports are only formed for institutional strengthening but are not implemented. On the other hand, we have not yet been able to believe in the international consensus that good plans, institutions and character can be developed due to the capacity development of employees and quality service delivery and overall development can be carried forward on its foundation.

In this context, higher studies and training in our public service are still not linked to performance and career development. Even though the world's most renowned university is the first, the door to direct entry into the public service is closed. There is also no system for promotion on this basis. Short-term learning such as training and observation tours are seen as opportunities to travel abroad, except for a few, so there has been little coordination between the selection of individuals in such learning programs and the work they do after training. Despite all the changes in the political and administrative structure of the country, nothing has been done in the restructuring of human resource management in the public service since 2050. The basic principles of bureaucratic management are also around 2008.

The disruption caused by employee management

The current promotion system used in the public service is seen as an obstacle to a result-oriented public service. Due to the problems in both internal competition and performance-based promotions, it seems that any employee is suffering from a job mentality rather than working with his heart. Since there is no connection between internal competitive examinations and work performance, there is a tendency in most public bodies that employees who focus on work performance lag behind in career development when employees focus on examinations. On the other hand, the evaluation system for promotions based on performance appraisal is based on conduct, behavior, and relationship with supervisors rather than on work results. Unless career development opportunities such as promotions based on high contributions to office work, successful leadership roles, and result-oriented performance are implemented, the bottleneck in the capacity development of the bureaucracy will not be removed, and results cannot be expected only by creating policies, rules, and organizations. In developing and developed countries, employees do not hesitate to get promoted due to high workload and responsibility. But in our country, there is a tendency to occupy higher positions because of the service facilities of higher positions but not having to take responsibility if they are not able to perform. Moreover, in some organizations, there is also a practice of belittling employees who are lower than themselves.

In Nepal, politics has entered the staff level after pure politics has overshadowed other agendas, even in the economic sector rather than in the economic policy, which can be easily eradicated by this changed situation. When the main basis for appointment of high-ranking officials is usually in public bodies, the staff mechanism called permanent government is changing faster than political positions. In addition, we still have the habit of looking for 'friends' and 'people we know' even to get ordinary government services. This may be a major reason why no one pays attention to improving the system. When political parties or supported employee unions dominate in the transfer and promotion of employees, etc., we have the past when interest groups at the level of the public bodies dominated the transfer of employees who said they would do something to improve the system, transferring them within 2/3 months. In the absence of high morale even among honest employees to make systemic reforms and long-term contributions, and in the absence of proper appreciation and punishment/reward arrangements for those who have contributed, the ‘delivery machinery’ bureaucracy of public bodies has become ineffective. As a result, ‘crony capitalism’, in which state resources are exploited based on position and access rather than systematically, is becoming widespread. What is even more alarming is that the institutional structures at the federal level, which have shown signs of improvement, are currently being copied exactly in the structures at the provincial and local levels, creating even greater obstacles in the work of strengthening institutional structures.