Reforming Human Resource Planning and Development of Bangladesh Civil Service: Empowering Employees Through Transformational Changes

Bangladesh's civil service has played a vital role in accelerating the country's growth and development. This article examines the tri-nexus of transformational change, employee empowerment, and enhanced learning. This study uses a qualitative research design based exclusively on secondary data to examine the tri-nexus relationship of transformational change, employee empowerment, and enhanced learning within the context of the Bangladesh civil service. To collect secondary data, the University of Manchester's (UoM) library search engine was extensively used. From hundreds of articles, a few highly cited articles were selected for review in this study. The author uses content and framework analyses to investigate, understand, and interpret the pragmatic situation and to reach a meaningful conclusion. Civil servants in Bangladesh are often superior in mindset and authoritative in their workplace. Any kind of change is not welcomed, whatever it is. In addition, the politics of the civil service and the control of civil servants by successive governments are also complex limitations. In fact, empowerment within the context of learning has, until now, been largely rhetorical in the BCS. Empowering civil servants requires a massive amount of effort and substantial support from different stakeholders. A comprehensive collaboration is needed for the wide range of participation of government representatives, senior civil servants, HR practitioners, and donor agencies. Change is inevitable, and transformational change within the organization, as a proactive approach, is desirable. Organizations need to develop a diagnostic tool to manage their TC by empowering employees and work groups through enhanced learning.