CHAPTER –SEVEN

7.0. OPINIONS AND ANALYSIS

This chapter converses about the opinions of the respondents as the effect on the basis on the
questionnaire.

8.1 Ranking of merit-based selection in BCS

There are a number of factors that have been identified through the review of literature for
this study. Among them, reservation of seats (Quota), political interference, and corruption
& irregularities have drawn special attention. Literature shows that these factors are
affecting the merit-based selection process of BCS. To examine the dimension of these
factors, this study covers the opinions of respondents in this regard.

8.1.1 Opinions of the respondents on the merit-based selection in BCS

90% respondents of BCS candidate category think that the existing officer selection process
in Bangladesh Civil Service is not merit-based while the rest 10% of them consider it as
merit-based process. Among the respondents from the existing BCS officer category, 96%
respondents think that the BCS officer selection process is not merit-based and only 4% of
them take it as a merit-based process (see figure-18). This indicates that most of the
respondents from both the categories think that the existing officer selection process in
Bangladesh Civil Service is not merit-based.

8.1.2 Ranking of barriers to merit by respondents

8.1.2.1 Ranking of barriers to merit by BCS candidates

80% BCS candidates have ranked the 'Quota (reservation of seats)' as Barrier-1, which is
followed by the act of ranking it as Barrier-2 by 2% respondents and as Barrier-3 by 8% of
them. 'Corruption' has been ranked as Barrier-1 by 7% respondents, which is followed by the
act of ranking it as Barrier-2 by 41% respondents of this category, and as Barrier-3 by 42%
of them. 3% respondents from the BCS candidates have ranked 'Political interference' as
Barrier-1, which is followed by the act of ranking it as Barrier-2 by 48% BCS candidates,
and as Barrier-3 by 39% respondents. 10% respondents from this category have shown no
comments about it (see figure-19). This indicates that most of the respondents have
identified 'Quota (reservation of seats)' as the main barrier to the merit-based officer
selection process in Bangladesh Civil Service (BCS).
8.1.2.2 Ranking of barriers to merit by the existing BCS officers

70% BCS officers have ranked the 'Quota (reservation of seats)' as Barrier-1, which is
followed by the act of ranking it as Barrier-2 by 6% respondents, and as Barrier-3 by 20% of
them. 'Corruption' has been ranked as Barrier-1 by 12% respondents, which is followed by
the act of ranking it as Barrier-2 by 46% respondents of this category, and as Barrier-3 by
38% of them. 14% respondents BCS officers have ranked 'Political interference' as Barrier-
1, which is followed by the act of ranking it as Barrier-2 by 44% BCS candidates, and as
Barrier-3 by 38% respondents. 4% respondents from this category have pressed no comment
about it (see figure-20). This indicates that most of the respondents have considered 'Quota
(reservation of seats)' as the main barrier to the merit-based officer selection process in
Bangladesh Civil Service (BCS).
By summarizing the data collected from both the categories of respondents mentioned in
section 4.6.2.1 & 4.6.2.2, we can now say that the existing quota system in the BCS officers’
selection process is the main barrier to recruit quality officers in Bangladesh Civil Service.

8.2. Recommendations made by the respondents on the distribution of quota

8.2.1 Recommendations on the freedom fighters quota

90% respondents from the BCS candidates’ category proposed 1-10% reserve posts (quota);
5% proposed 11-20% quota; and another 5% respondents proposed no reserve posts for the
wards of freedom fighters. Among the respondents from the existing BCS officer category,
70% respondents proposed 1-10% quota; 8% officers proposed 11-20% quota; 2% officers
proposed 21-30% quota; and 20% respondents proposed no reserve posts (quota) for the
wards of the freedom fighters (see figure-21). This shows results that most of the
respondents suggested around 10% reserve posts for the wards of the freedom fighters.
8.2.2 Recommendations made on the female quota

56% respondents of BCS candidate category proposed 1-5% reserve posts (quota); 33%
proposed 6-10% quota; 3% proposed 11-20% quota; and the rest 8% respondents proposed
no reserve posts for females. Among the respondents from the existing BCS officer category,
44% respondents proposed 1-5% quota; 34% officers proposed 6-10% quota; 4% officers
proposed 11-20% quota; and, 18% respondents of this category proposed no reserve posts
(quota) for females (see fiigure-22). The above-mentioned data indicates that most of the
respondents suggested around 5% reserve posts for female candidates.

8.2.3 Recommendations made on the Tribal Quota

80% respondents from the BCS candidate category demanded 1-3% quota; 15% respondents
demanded 4-5% quota; and 5% BCS candidates demanded no reserve post for the tribal
candidates. In the category of existing BCS officers, 42% respondents demanded 1-3%
reserve posts; 36% officers suggested 4-5% quota; and, 22% respondent officers demanded
no reserve posts for the tribal (see figure-23). This indicates that most of the respondents
recommended maximum 3% reserve posts for the tribal candidates.

8.2.4 Recommendations made on the Quota for the physically handicapped applicants

66% respondents from the BCS candidate category proposed 1% reserve posts (quota); 15%
candidates proposed 2-3% quota; 16% of respondents proposed 4-5% quota; and, 3% of
them proposed no reserve posts for the physically-handicapped applicants. Among the
respondents from the existing BCS officers category, 50% respondents proposed 1% quota;
10% officers proposed 2-3% quota; 2% officers proposed 4-5% quota; and, 38%
respondents of this category proposed no reserve posts (quota) for the physically-challenged
people (see figure-24). The above-mentioned data collected from both the categories of
respondents’ show that most of the respondents’ recommended around 1% reserve posts
(quota) for the physically handicapped applicants.

8.2.5 Recommendations made on the District Quota

39% respondents from the BCS candidates’ category proposed 1-5% reserve posts (quota);
another 39% of them proposed 6-10% reserve posts; 2% respondents proposed 11-20%
reserve posts; and, the rest 20% respondents proposed no reserve posts for district-wise
distribution. Among the respondents from the existing BCS officers category, 36%
respondents proposed 1-5% quota; 22% officers proposed 6-10% quota; 12% officers
proposed 11-20% quota; and, 30% respondents of this category proposed no reserve posts
(quota) for district-wise distribution (see figure-25). By combining the data collected from
both the categories of respondents, we see that a bigger portion of the respondents
demanded reduction of the percentage of reserve posts in the district quota to around 5%
along with the demand for no district quota that was proposed by a significant number of
respondents.

8.2.6 Recommendations made on the entire Quota system

Among the respondents from the BCS candidate category who are eligible to sit in the BCS
examination, 5% BCS candidates proposed 1-10% posts from quota; 46% candidates
proposed 11-20% posts from quota; 20% candidates proposed 21-30% posts from quota;
26% of them proposed 31-40% posts from quota; only 3% candidates proposed 41-50%
posts from quota; and, none of the respondents of this category proposed above 50% quota
in BCS. On the other hand, among the respondents from the existing BCS officers category
12% respondent officers proposed no reserve posts from any groups; 14% BCS officers
proposed 1-10% posts from quota; 28% officers proposed 11-20% posts from quota; 20% of
them proposed 21-30% posts from quota; 14% officers proposed 31-40% from quota; only
2% of them proposed 41-50% posts from quota; and, 10% respondents from this category
proposed above 50% posts from quota in BCS (see figure-26). Both the categories of
respondents have shown the same observation on the existing quota system for the
recruitment of officers in Bangladesh Civil Service. Most of the respondents suggested
below 30% reserve posts (quota) from different groups of people along with the demand for
11-20% quota that was proposed by the largest group of respondents.
8.3 Opinions made by the respondents on the existing eligibility criteria

8.3.1 Satisfaction level of the respondents

In this study, satisfaction level of the respondents on the existing eligibility criteria for
applicants has been characterized as 'Not satisfied', 'Less satisfied', 'Fairly satisfied',
'Satisfied', and 'Highly satisfied'. The existing eligibility criteria for applicants has been
defined as 'Not satisfied' by 10% BCS candidates; as 'Less satisfied' by 2% candidates; as
'Fairly satisfied' by 11% of them; as 'Satisfied' by 74% respondent candidates; and, as
'Highly satisfied' by 3% respondents from this category. Among the respondents from the
existing BCS officers category, 4% BCS officers termed it as 'Not satisfied'; 10% officers as
'Less satisfied'; 12% officers as 'Fairly satisfied'; 62% as 'Satisfied'; and, the rest 12%
respondents from this category termed it as 'Highly satisfied' (see figure-27). This indicates
that most of the respondents from both the categories are satisfied about the existing
eligibility criteria for applicants.
8.3.2 Opinions on the special consideration for age limit

In the existing eligibility criteria, a group of applicants (wards of the freedom fighters,
doctors, engineers etc.) gets special consideration regarding the age limit for applying in
BCS. This study covers the opinions of the respondents on this special age limit for
applicants. Among the BCS candidates, 98% have put their opinion against the practice of
special consideration on age limit, and the rest 2% have shown their opinions in favor of it.
Among the respondents from the BCS officers’ category, 90% put their opinions against the
practice of special age limit for applicants, and the rest 10% of them put their opinions in
favor of it (see figure-28). This indicates that most of the respondents do not support the
practice of special consideration on the age limit.
8.3.3 Opinion on the similar age limit for all

98% respondents from the BCS candidates’ category put their opinions in favor of similar
age limit for all applicants; but the rest 2% respondents expressed their opinions against it.
Among the respondents from the existing BCS officers’ category, 90% officers put their
opinion in favor of similar age limit, and the rest 10% respondents put their opinions against
similar age limit for all applicants (see figure-28). This indicates that most of the
respondents support similar age limit in BCS for all applicants.
8.3.4 Opinions on the existing age limit for BCS applicants

18% BCS candidates proposed 30 years; 76% proposed 31-33 years; and 6% respondents
proposed 34-35 years as the age limit for all applicants. Among the respondents from the
BCS officers’ category, 6% officers proposed 27-29 years; 40% proposed 30 years; 42%
proposed 31-33 years; and, the rest 12% officers proposed 34-35 years as the common age
limit for applying in BCS (see figure-30). The above-mentioned data from each category of
respondents indicates that most of the respondents demanded 31-33 years of age limit for all
BCS applicants.
8.4. Opinions on the satisfied level on woman in Bangladesh Civil Service

FIGURE-31
Among the respondents from the BCS officers’ category,44% BCS officers level-1; 28%
proposed level-2; and 21% respondents proposed level-3, 5% respondents proposed level-4,
2% respondents proposed level-5. (See figure-31)

FIGURE-32

Among the respondents from the BCS Senior officers’ category, 48% officers proposed
level-1; 25% proposed level-2; 14% proposed level-3; 8% proposed level-4; and, the rest 5%
officers proposed level-5.(see figure-32). The above-mentioned data from each category of
respondents indicates that most of the respondents demanded level-1 and level-2.[not
satisfied and less satiafied]

8.4.1. Ranking of barriers to satisfied level on woman in Bangladesh Civil Service

 FIGURE-33

Among the respondents from the BCS officers’ category, 3% BCS officers have ranked ‘Marry’
as Barrier-1,24% respondents have ranked ‘Family /husband/child caring’ as barrier-2, ,’Glass
ceiling has been ranked by 47 % respondents as Barrier-3, Reservation of seats (Quota)which is
followed by the act of ranking it as Barrier-4 by 18% respondents and rest 8% of the
respondents has been ranked ’Irregularities’ as Barrier-5. (see figure-33)
 FIGURE-34

Among the respondents from the BCS Senior officers’ category, Among the respondents
from the BCS senior officers’ category, 5% BCS senior officers have ranked ‘Marry’ as
Barrier-1,26% respondents have ranked ‘Family /husband/child caring’ as barrier-2, ,’Glass
ceiling & Corruption’ has been ranked by 39 % respondents as Barrier-3, Reservation of
seats (Quota)which is followed by the act of ranking it as Barrier-4 by 20% respondents and
rest 10% of the respondents has been ranked ’Irregularities’ as Barrier-5. (see figure-34)

CHAPTER-NINE

9.0. FINDINGS AND OBSERVATION OF THE STUDY

This chapter converses about the basic surveying of the interviews as well as the effect on the
basis of the study. ‘It also checks out how the cultural theory of’ 1 Hofstede, 2005, is apposite in
the factors of women civil servants to go forwarding in the civil service. It is the theoretical
framework that guided the investigation and find out its pertinent in this subject.

1
Hofstede, 2005-Cultures and Organizations: Software of the Mind – Intellectual Cooperation
and its Importance for Survival, McGraw-Hill, London.
9.1. Scrutinize On Entry to Senior Level Officers:

Total 20 respondents have been dispensed from Asst. secretary to deputy secretary of
administration cadre and 25 respondents have been dispensed from BCS officers. Both of the
categories, approximately 6 persons said that family influence is a major motivating factor for
them to join in the civil service. Besides these, scope to serve the humanity, power, prestige and
social recognition of the job motivated them to join this profession.

It has been found that females are highly stimulated to the job for family influences and male for
honor and power. However, there are few de-motivating factors like transfer in field level
especially in remote areas which made them apart from family members, negative approach of
community, colleagues and the authority, lack of career planning, no self-possessed promotion,
lack of market based salary and dual duties in office and home are their authoritative de-
motivating factors.

All the respondents agreed that women need to put extra endeavor to perform better because
their good deed considered as occasionally happened and misdeed pointed finger to the whole
womenfolk. To smooth the stone, female takes much time when her counterpart move ahead
leaving them behind. Eight respondents experienced that they were not given specific task only
because they were female officers. They are often discriminated against their male colleagues by
the authority. In case of challenging eviction, task force operation, lucrative sections male
officers are the first choice by their superiors. They are discouraged to undertake risky tasks
either on security grounds or on a pre-conceived idea that they are not capable of performing
such tasks. Generally they are given less important desk- work and poorly estimated. There
prevails a stereotype mentality that female cannot do anything properly and sometimes reluctant
attitude shown by the junior female officers also help to establish this notion. Therefore, women
themselves are responsible for degrading their dignity in the service. However, female
bureaucrats also carried about their challenges in the job. According to them, balancing dual
duties in both family and office is a great challenge for them. It was also found that the support
from the family is very pivotal for the career of a woman in Bangladesh. They can overcome
many of the difficulties and shine in their career progression with the help of the family. Without
the support of the family, they cannot even continue their profession, let alone be outstanding.
Almost two-thirds of the respondents are not sure about their future growth. Though they
consider themselves cent percent competent but according to them up to deputy secretary the
procedure is visible and regular. After that as it goes up and up things became unpredictable,
irregular and hazy.

Impediments to woman’s go forward in civil service

FIGURE-35

Twelve senior civil servants ranked from joint secretary to secretary were interviewed regarding
existing policy which could optimize gender representation. They opined that there is no special
arrangement for pushing women in the top position except the 10% quota in the entry level. Most
interestingly no female officer was in favor of imposing quota in forwarding position because
women do not want to see them as a ―product of quota. All agreed that competent officers are
badly needed in the top position who could lead the bureaucracy to the right way. Male
interviewee opined that the entry of female officers to the civil service is very recent. Therefore,
historically the starting point of both male and female to the civil service is not same and it is
obvious that there will be indented size, misrepresentation or under representation of one group.
Whereas, female interviewee felt that negative perception about women‘s capability plays a vital
role for low representation in apex management. For this reason for last thirty years the civil
service is waiting to see secretary from finance, public administration, home and law. One
respondent opined that-

Ms. x joined the administrative service in 1982 as a first batch of this cadre.
In the early 80’s women who worked in the sub- urban areas faced
safeguarding or regressive attitude that impede the growth of confidence
among the women. In spite of this adverse situation, she voluntarily perform
challenging tasks and did quite successfully. She was one of the first who was
appointed as ADC. Having field experience, decision making abilities and
leadership qualities she was performing well as ADC. In spite of well
performance she was feeling a sense of insecurity in her workplace by her
superiors. She felt awkward and physically threatened all the time. When she
challenged her boss, to her utter dismay, she did not get support from her
male colleagues. At that time harassment of women and undermining their
capabilities were common features of public service. She was insisting to
work beyond office hours and in addition to office work. After informing
higher authority she was withdrawn from ADC taking the blame in shoulder
that “women are not fit for the challenging job”. After that female were not
seen as ADC for couple of years. This is how women generalized by single
occurrence The success of women’s attempt depends largely by male
superiors with conventional look.

Male authoritative superior selection board often takes decision from a male point of view.
Despite balancing dual responsibility women manages job with utmost dedication, sincerity and
honesty. Nobody seemed to recognize the dual role of a woman that needed to play as a working
mother. But women‘s strong promise and non-surrendering viewpoint to the unfavorable
situation over the years able them to reach in a position where they are now.

Mr. y, an Addl. Secretary in a reputed ministry opined that he had two

junior female senior secretaries who worked under him. One is very
much enthusiastic, punctual and proactive. She actively attends in all
meetings, tries to give comments and consider decision making one of
the important function in her job.

The latter always look for excuse to quit responsibilities. She

frequently remain absent in the meeting and ultimately excluded her
from the process of decision making. She hesitates to take charge of
challenging jobs which imply either she is lack of confidence or not
interested to perform difficult jobs. According to Mr. B all officers
need to give his best at his or her work. One needs to compete with
his or her own self. By doing that he or she can make difference at
work. It is the capacity that determine who will advance fast in the
career. The reluctant attitude of second officer has negatively impact
on his superiors’ mind that might affect the grading of their ACR.

One male respondent stated that 70% quota for administration cadre officers in joint secretary
and additional secretary level is also responsible for low representation of women. For
promotion to the top, performance, track record, ACR etc. determine one‘s promotion.
Perhaps, the rational for promoting a female officer cannot be justified simply because she is a
female. There is no apparent glass ceiling ‘for positions of the top civil service for women
though there may be an argument that certain positions are male dominated and not meant for
women. But whatever progress has been made in the name of representation of female officers
to the top is suggestive that contribution of patriarchal mentality ‘for promotion of female
officers to the top is either minimal or has changed significantly over the years.

Ms.Z, a secretary stated that, for a long time, women were encouraged to work in stereotyped
occupations like teaching and nursing. They were not allowed to join services which required
mobility, decision making ability, much meritocracy, diplomacy etc. potentials of women were
underestimated and this sort of negative attitude acted as a barrier to enhancing self
confidence of women.

With the altering policies of the government, women began to join almost all the services of
the government. They have manifested themselves in traditional and non- traditional fields.
Although intake of women has increased substantially over the years but representation in the
senior management is still negligible. Because women have been discriminated against for a
long time, they should be promoted to higher tier more and more through affirmative actions
and this will, to some extent make the representation fair.

All the respondents argued that the pen paper system of promotion is not maintaining. As a
result, to introduce performance measurement mechanism is badly needed which will
ultimately put and end to all controversies.

9.2. Synopsis of the observations

 Women require putting extra effort to perform better in most of the cases.
  In case of challenging deeds they are often discriminated by their superiors.

 Family support is the most climacteric determinant for smooth functioning of

women‘s career.

 The young civil servants are very much bewildered about their future growth.

 Female officers do not want to see them as commodity of quota‘.

 Male domination in the top resulting under representation of women in the upper level
of administration.

 Distancing obstacle is much important rather than empowering women.

 Struggle to reconcile office works with their traditional gender roles in the family and
society affect the grading of the ACR in the early stage of career and give lack scope
of networking in the mature stage of career.

 Introducing performance measurement mechanism will put an end to controversies

like clique and nepotism grading of ACR to a great area.

9.3. CASE STUDY

 Case Study 1: Challenge for Challenging Job and Positive Discrimination

Ms. X is an Asst. commissioner, very much ardent towards her job. Before joining this job,
Ms. X was working as an English teacher in a govt. school. Her father also was in Govt.
service and stimulated her daughter highly to join in civil service, especially in Administration
cadre because of the prestige of the service.

After participating the service she successfully managed all the tasks that was allocated by her
superiors and soon show beyond doubt herself as a competent officer in the eyes of her
superiors. However, one day her boss called her and her batch mate for assigning two tasks.
She was given the duty to judge the cultural competition at ―Shishu Academy and her male
colleague was assigned to actions a mobile court under pure Food Ordinance 1959‘ with RAB
in a risky area where a syndicate of corrupt businessmen adulterate spice with wood and brick
dust. Later on they packed the spices and sold it to the innocent customers. At that moment
she was happy that her superior gave her a less challenging job in comparison with the whole
day tiring operation with RAB. She respected the decision of her Boss and did not challenge
anything.

Few months later she experienced another similar kind of proceeding. She was dealing with
Divisional sports file for couple of months but suddenly it was handed over to his male colleague
because money and influential people of the locality were involved with it. So, there was a huge
pressure from ruling political party also. This time she did not feel relaxed because her superior
took it as granted from her previous record that female officer is much relaxed with less

challenging tasks. She realized that a stereotype mentality of our society discerns job into two
categories:

 Male fitted job and

  Female fitted job.

Case study 2:

Ms. Y joined in BCS Administration cadre in 2008. She was posted in a divisional DC office as a
probationer along with her four batch mates. All were enjoying their job though she was
managing her dual responsibility as she had a baby of eighteen months. Her husband and family
lived in Dhaka so she needed to rely upon her domestic help. She believes that the socio-cultural
environment of Bangladesh does not encourage women to work as per their excellence. For
women the society still regards that family responsibilities should come first. Many women job
holders fall prey to this believe and tend to give importance to family obligations rather than
their professional responsibilities. She also opined that during office time or after office male
colleagues feel much comfortable in coinciding with male bosses and they indulge themselves
easily in doing bosses personal work. As women have various urgent and pressing commitments
to the family they fail to give over time for official purposes. If any female officer tries to give
extra time to her male superiors; even the society as a whole is not ready to see women anywhere
anytime for any work. Our superstition, our taboos consciously or unconsciously contribute in
sustaining the glass ceiling. At the end of the year Ms. Y found that her three male colleagues got
better grading than her. She thinks that apart from excellent work one should have apple
polishing and technique for lobbying.

9.4. Recommendations:

The following steps should be taken to ensure equitable representation of women in the civil
service:

1. Reservation of female quota in BCS was introduced to bring women into the mainstream
of civil service. But it was found the existing female quota is not fully utilized in much
recruitment. Hence emphasis should be given for the full utilization of the quota.
2. The distribution of posts under female quota should be separately reserved without
affecting the quota of the district so that qualified women from the same district have
enough opportunity to get jobs under the quota system. This will help to fill the female
quota.
3. Seniority requirements may be relaxed in promoting capable women to the high positions
in the various cadres of civil service. Enforcement of female quota at the lateral entry
level through promotion or recruitment of suitable women into the high administrative
positions may improve the situation.
4. To fulfill the female quota, more emphasis should be given to the quality of female
education. Low mobility and poor access to the information network are responsible for
the lack of general knowledge among women which results in high female drop-out rate
at BCS preliminary examination. The females should be exposed to more formal and
informal education.
5. The participation of women in BCS Examination from the rural areas is minimal due to
limited educational opportunity and the inability and social prejudices of the parents in
allowing them to continue on to higher education. On the other hand, the female students
are not interested in science and technical education. All these issues need to be
investigated in detail to undertake steps to improve the situation. The education sector
needs proper planning to conduct their academic activities in conformity with the needs
of the job.
6. A proper policy should be taken regarding transfer, promotion, and reputation and the
policy should be friendly to the family life of the female civil servants.
7. The atmosphere of working should be convenient to the women civil servants. They
should be given enough hostel facilities, separate rest room, separate toilet, housing
facilities, the daycare center for maintaining children’s and transport facilities should be
provided.
8. The typical mindset of men towards women should be changed. Women should
encourage joining the civil service.
9. Continuing the job without any disturbance, Family members should co-operate women
to join the civil service.
 10. To inspire and support the women to ensure equal job opportunities, a strong national
campaign must be promoted against the traditional socio-cultural and religious norms.
11. Media should help in transforming information regarding women-friendly policies of the
government and increase social awareness to change the mindset.
12. The female quota should be increased from 10 percent to 15 percent at the entry level in
the civil service to minimize the gap between male and female.
13. The prevailing female quota policy cannot utilize the quota in many recruitments of
Bangladesh Civil Service properly. Therefore, prominence should be assumed to the full
employment in the quota.
14. Women should be given enough chances to enter and perform at the policy-making level.
Through this, they can solve their problems well.
15. In the place of work, female colleagues faced difficulty by the male colleagues. Gender
sensitivity training may be promoted, With the intention of shape up conscious of gender
issues at the workplace.
16. Educational facilities should be given to the grassroots level women, who are deprived of
this facility. Through proper education, they can represent them in a proper job position.
17. In Bangladesh, The education sector is suffering from poor planning. Their needs proper
planning in academic activities that ensures job opportunity and increase women
empowerment.

To improve the working environment for women in government services the following
suggestions are recommended:

1. To maintain necessary privacy in offices, the physical layout of different offices should
be improved with provisions for separate office-rooms, rest-rooms and toilets.
2. Daycare centers should be made available in or around the workplace.
3. Availability of transport should be expanded for female officers.
 4. Superior officers should ensure that women are not discriminated in giving
responsibilities. They should take appropriate steps to create a democratic environment in
offices and to ensure effective participation of all, particularly women in decision
making. There should be restructuring and redistribution of domestic responsibilities to
tackle the problem of the dual role of women as a housewife and a professional.
5. Males should be encouraged to share household activities.
6. Non cooperation of family members is one of the reasons why the majority of female
graduates do not choose government services as their career. On the other hand family
encouragement influences the decision of women for entering government services. So,
family members should have a more cooperative attitude to create opportunities and a
cordial atmosphere to enable women to pursue a career in civil service.
7. The state should recognize motherhood as a social obligation. Therefore maternity leave
should be extended to at least 6 months with full salary and without a break in service.
8. In order to create a positive social attitude towards women civil servants a big publicity
campaign should be launched through mass media as well as by holding seminars,
symposia etc on a regular basis.
9. The issue of gender and development should be integrated into different training courses
in such a manner so that, it helps to develop necessary awareness and a positive attitude
among all concerned regarding gender inequality and the desired role of women in
society .
10. An effective education and training policy and corresponding strategies should be
developed to motivate women to join the civil service.

Civil service should have a transparent policy statement on gender equality and practices
encompassing recruitment, promotion, transfer and career development, leave entitlement and
other conditions of service, gender behavior and mechanism of grievance redress including
appeals mechanism.
It is evident from the study that though women have managed to increase their number in the
service of the Republic, their position in terms of power and influencing decision making has not
yet improved.

Following recommendations are made reducing problems and creating a congenial atmosphere
for the women at the field level:

1. Competent female officers should be posted in mainstreaming ministries. Government

can by affirmative policy appoint qualified women to the posts generally held by men
to help dispel the myth of gender stereotyped jobs.

2. In superior selection board there should be a female representation. A post can be

created on the basis of most senior female civil servant because in the administration
and policy levels where power is defined and decisions are made, there is a dearth of
women‘s participation.

3. Optimal use of Presidential quota for selecting only bright and competent officers
from different services and sectors.

4. There should be a comprehensive policy in the civil service to remove all the
hindrance that hinder the career progression of women and address their special needs
for smooth functioning.
 5. It was found in the study that young officers are very much unsure about their career
progression. In general, they are frustrated about the political entitlement that is badly
needed for career growth nowadays. De-politicization is necessary. If eradication is
not possible than mitigation can be done.

6. To introduce a globally competent mechanism to measure performance. This however

should be entirely merit based and through open competition for all.

CHAPTER-TEN

10.0. CONCLUSION

In the last four decades, Bangladesh has made many perceptible gainings in women’s
development. It has become transparent that in the context of Bangladesh, female civil servants
are perceived as incompetent, having lack of dedication to the job and over-burdened by the
female affairs. The trend of women‘s representation forwarding is slowly changing. So, our
societal, cultural, structural and personal factors contribute altogether for the slow progress of the
women‘s representation in the highest position. The country approved “Women Development
Policy” in 1996 and revised it in 2010; Reforms have been made in Local Government Policies
to include 33% women in Local Government Institutions and as a result huge numbers of women
are working as elected representative in all kinds of local government institutions; number of
women in the Civil Service has increased etc. This research found several stumbling blocks for
women getting civil service forwarding position. When we are talking about a globally
accomplished civil service we need to ensure both quality and quantity. Therefore, balancing
women‘s representation a comprehensive approach is needed by all in the organization that
enhance the effectiveness of each other and development of the capacities of less confident ones.
There is a need for policy changes on different issues. We would not put too emphasis on gender
sensitization, but it seems there is a need for gender desensitization for political and bureaucratic
high ups which may lead to policy changes. Appropriate strategies, actions and a social measure
leading towards forming a gender sensitive environment may lead to increase women’s
representation in the leadership position of civil service of Bangladesh. Most importantly, a
significant increase of women in senior managerial positions requires a basic restructuring of the
distribution of patriarchal power in the society. And that can come through consciousness rising
and empowerment of women spelled out not only in documents and policy statements but also
through sustained commitment and implementation of those by the state. Otherwise none can be
able to look for new directions. Last but not the list we already mentioned that this research was
based on secondary data and sources. Therefore, this research will encourage further verifiable
research for policy recommendation on this matter.

Appendix‐I

Questionnaire

(For Existing SENIOR BCS Officers)

[The following information will be used only for academic analysis purpose]

Part‐A:
Respondent’s Name (optional):

Gender: Male/Female

Address/Location:

Designation:

Educational Qualification:

Date:

Part‐B:

1. What compasses you are satisfied level on woman in Bangladesh Civil

Service? Please rate in the following scale.

1 2 3 4 5
[Not satisfied=1, Less satisfied=2, fairly satisfied=3, Satisfied=4, highly
satisfied=5]

2. If you are not satisfied, please rank (1, 2, 3.......) the following problems behind
it?

Problems Rank
Marry Barrier -1
Family /husband/child caring Barrier -2
Glass ceiling Barrier - 3
Reservation of seats(Quota) Barrier -4
Irregularities Barrier -5

3. Do you get any kind of extra compression performing your job after having
change in your familial life such as marriage, birth of your baby or absence of
domestic help?

4. Do you ever found any contradiction between your dual responsibility means
performing your domestic role and official role?

5. If have challenges in woman in working remote place, what will be the

mitigation?

6. Have you ever experienced any situation where you were not given any
challenging responsibilities only because you are a woman?
7. Do you think female civil servant need to put extra efforts to perform better
rather than his counterpart?

8. There is a prevailing idea of the society that women take decisions emotionally
rather than professionally? Does it also applicable for female civil servant also?

9. Do woman are facing problems to forwarding her career in BCS.

10. If yes, is this problem acceptable?

YES NO

11.If is not acceptable, what would be the process to overcome it?

12. Does the existing selection process ensure the merit‐based recruitment in BCS?

YES NO

13. If NO, please rank (1, 2 ...) the following barriers to merit‐based recruitment?
 Barriers Rank
Quota system 1

Political 2
interference
3 3
Glass ceiling
Irregularities 4
Corruption 5

If any other barrier, please mention:

14. What do you think, Female quota should increased or decreased

15. What is your suggestion for ensuring Quota based recruitment?

16. Do you think that age limit would be similar for all?

YES NO

17. Do you support woman would be given special consideration on age limit?

YES NO

18. If not, what should be the age limit?

30 32

19. Please, put your recommendation on the existing Quota system in BCS?
Female quota should be increased or decreased?

Existing Recommendatio
Types of Quota (%) n (%)
 Freedom fighter Quota 30
Female Quota 10
Tribal Quota 5
Quota for physically
challenged 1
District Quota 10

20. What is your satisfaction level on the existing eligibility criteria for woman in
BCS? .

1 2 3 4 5

[Not satisfied=1, Less satisfied=2, fairly satisfied=3, Satisfied=4, highly

satisfied=5]

21. If you are not satisfied, what should be the minimum educational requirement
for BCS to woman?

22. Being a female how much comfortable you are with your job in comparison
with your male colleague? Please rank the rate.
 Less
Highly
Comforta
Comforta Moderately
ble-3 Comfortable-2 ble-1

23. Do you have any other observation about women prospects in BCS?