resources to supervisory and management training and to providing more manpower to carry out personnel management work, especially in the larger departments. To augment the capacity for staff management and staff relations work in these departments, the Commission recommends that consideration be given to providing them with a new unit responsible for staff management and staff relations work. One such unit was established in the Medical and Health Department in early 1980 and its work has been found to be of value to both departmental management and staff. The Report also contains proposals to streamline complaints and grievances procedures (chapter 6) and recommends that Heads of Departments and their senior staff should be more closely involved in communication with staff to understand their feelings, grievances and aspirations. As regards individual staff associations or unions, the Commission advises that Government should not interfere with their development but rather leave this to staff themselves.
6
Fourth, as regards the Standing Commission's own role in the consultative process (chapter 7), the Report states that the Commission would continue to play an active part in consultation and contribute towards the improvement of staff-management relations in the Civil Service. However, the Commission is of the view that it should not take up the role of "Arbitrator", "Adjudicator" or "Mediator" in a dispute between staff and management, particularly when the dispute concerns pay or conditions of service or has arisen as a result of the Commission's own recommendations.
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As regards the timetable for implementing the recommendations in the Report (chapter 9), taking into account the wide implications and the problems that are likely to be encountered, the Commission re- commends that the Administration should work out a phased programme with the aim of implementing the recommendations by 1982.
Implications of the Report
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Generally speaking, the Commission's recommendations are positive and acceptable, and, when implemented, should bring about a general improvement in staff management and staff relations within the Civil Service. There are three aspects of the recommendations that warrant particular attention. The first is the manpower required to implement the various recommendations put forward by the Commission. As pointed out in paragraph 9. 1 of the Report, additional manpower resources will be required both at departmental and central levels. At the departmental level, additional manpower will be required to service the consultative councils and to staff the new staff management and staff relations units. At present, there are a total of 39 departments
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