4 Lafuente, M., Manning, N., and Watkins, J. (2012). International Experiences with Senior Executive Service Cadres. Available at http://siteresources.worldbank.org/EXTGOVANTICORR/Resources/3035863-1285601351606/GET_Note_Recently_Asked_Questions_Senior_Executive_Services.pdf5 Kuperus, H. and Rode, A. (2008). Top Public Managers in Europe: Management and Working Conditions of the Senior Civil Servants in the European Union Member States (Study Commissioned by the French EU-Presidency), Maastricht, European Institute of Public Administration.6 According to section 56 of the Civil Service Regulations Act in 2008, it provides opportunities for specification and appointment of senior executives who come from both open and closed systems.SES as a Management System in the Thai Public Sectortowards the ability of a highly competent executives to achieve organizational goals, but also it is to achieve Thailand’s competitiveness and adaptability to globalization. As for the initiative and development of senior executive service, it could be categorized into 3 models:4 The first model is separating SES in which selection and development processes are operated by government personnel agencies. The tools for selection and development processes in this model are to enhance leadership capabilities and the efficiency of the government. This model is applied in the United States, Canada, Australia, and New Zealand. The second model is a high-potential SES. This model concentrates on the development process for high-potential civil servants and professional executives. Executive training programs and job rotations are the key tools for this model. It is applied in the United Kingdom, Japan, and France. The third model is a career-based SES in which executives normally climb through the ranks in the bureaucratic system. There is no development and preparation for high potential executives to advance into management positions. For Thai public sector, the concept of SES is based on the first and the second models. The form of SES is an integrated model between a separate management system and the development programs for high-potential civil servants to prepare the executive pool for senior executive positions. Perspective on the senior executive system adopted by the OCSC6 can be classified into 2 cases: (1) open recruitment policy that allows opportuni ties for best fit persons, from both inside and outside public sector, who have knowledge and abilities for such positions, and (2) closed recruitment policy that provides opportunities for civil servants who are qualified with specific experience and expertise. But in reality, it has been found that nature of promotion to a senior executive position in the Thai public sector is still a ladder from a low level to a high level. It could be said that the senior executive service in the Thai public sector is a career-based system with a closed recruitment policy.SES Management in the Thai public sector is centralized system in which the OCSC plays an important role in terms of control, supervision, administration, and operation, while the government agencies must comply with the rules set forth. This causes a promotion of merit-based system and a balance of power in the bureaucratic system itself since the SES is a career-based system. In other words, the OCSC has the power to determine the criteria for determining qualifications, selection process, competency development, performance management and initial remuneration, but the authority to nominate the senior executive is based on a decision of the committee appointed in each government agency. AS aforementioned SES management is mainly based on the operation of the OCSC; the units responsible for SES management system are:147
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