of competitive salary structure, continuing weak capacity, absence of performance culture, patronage structure and lack of community trust” (Turner 2013, p.34). Such challenges are believed to be associated with weak governance and weak enforcement of civil service rules, which lead to political intervention in appointments and promotion, mismatching between job requirement and job skills, and eventually weakening and corrupting merit-based process, as Berman (2015, p.118) calls ‘HRM maladministration’ which refers to less care on staffing requests and ineffective appraisal system, and consequently cause patron-client relations in bureaucracy. In that sense, the Independent Evaluation Group of the World Bank (IEG 2008) also finds that the failure of civil service reform in most developing countries is due to the lack of coherent strategy for reform and unclear diagnostic tools for addressing the issues.It is also noted that Cambodian culture is seen to be “nonconfrontational with an emphasis on collective action, which has influenced the current practices and approach to performance appraisal” (World Bank 2020, p.18). This means that there is lack of strong and decisive action on the poor performance such as dismissal or pay cut and so on, which may limit the impact of reforms including salary reform and performance management reform.The key reform movement in Cambodia’s civil service is seen to have commenced from early 1990s by focusing on building peace and legal framework for civil service management which give foundation for the subsequent phases of reforms. The public administrative reform (which is influenced by the NPM movement) has started to introduce in early 2000s by establishing CAR, developing civil servant database and new classification system of civil servant categories, introducing salary reform and performance management and so on. The key milestone of reform is seen to become synergized only in 2013 when the new MCS is established to further deepening reform, where the key achievements include: the organization of civil service categories become reviewed and shortened the steps and grades for promotion and appointment; the civil service salary reform has been dramatically increased to more than 200 percent compared to the period before 2013 especially in health and education sectors and through the use of banking system to make salary payment more accessible and efficient; At the meantime, performance management reform has also been revisited for implementation. Though various key reforms have been achieved, there are still various challenges needed to be further reviewed and have appropriate responses such as - - - - - - - -56ConclusionCambodia’s civil service has come along the period of change and evolution in order to improve its performance. Early modernized civil service system in Cambodia was seen to start during the French colonization through establishing clear structure of career system and professionalism as influenced by the French legal system. However, the whole system of Cambodia’s civil service was destroyed during the Khmer Rouge. Yet, the development of Cambodia’s civil service during the French colonization and during the Khmer Rouge seems to have limited sources and need further study.The new NPAR should be reviewed and get approval as soon as possible to provide clear vision and direction for reform,Salary reform should be linked to civil servant performance and productivity,Salary increase should respond to inflation rate and market price to provide liveable wage for civil servants,Leadership and management capacity of public manager need further develop to manage reform and staff performance,Performance management should be binding by law and integrated into HR processes,Performance appraisal needs to be used as basis for promotion, rewards and punishment,Civil service rule and related regulations need to be reviewed and effectively enforced,Reform strategies need to be reviewed and diagnosed for coherence and sustainability and with monitoring mechanism to address the key issues.
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