Bureaucrats in Pakistan, often contend with a range of stressors and challenges that can significantly impact their mental well-being. The demanding nature of their roles, coupled with factors such as excessive workload, political pressures, and job-related stress, can contribute to high levels of stress, anxiety, and even depression among bureaucrats. The relentless pace of decision-making, especially in rapidly changing political landscapes, can lead to burnout as bureaucrats strive to meet the expectations of both the government and the public.
The constant exposure to political pressures adds another layer of complexity to their professional lives. Bureaucrats may find themselves caught between conflicting political interests, and the fear of political repercussions can be a source of immense stress. Additionally, the need to maintain impartiality and uphold ethical standards in the face of external influences can create a challenging work environment.
The mental health challenges faced by bureaucrats underscore the importance of recognizing the human side of public service. Efforts to address these issues may include providing support mechanisms, promoting mental health awareness, and fostering a workplace culture that prioritizes the well-being of civil servants. By acknowledging and addressing the mental health challenges faced by bureaucrats, it becomes possible to enhance their resilience and ensure a more effective and sustainable public administration.
In Pakistan, the government makes laws and managing the affairs of the country. However, the elected representatives who form the government may lack expertise in various fields essential for effective governance. To efficiently oversee all government departments, there is a recognized need for educated and skilled administrators. These administrators, well-versed in public administration, law, and management, collectively form the bureaucracy. Unlike elected governments that undergo changes, the bureaucracy ensures the continuity of administration, maintaining stability even in the absence of elected officials. Often referred to as the “steel frame” of administration, the bureaucracy serves as the foundational structure around and under which various administrative units are organized.
Every government is tasked with a myriad of functions and responsibilities, overseeing numerous departments that collectively govern the country and implement various socio-economic schemes and programs. Ranging from law and agriculture to defense and social welfare, as well as management to primary education, a plethora of technical and non-technical areas requires coordination and central administration at different levels, including subdivisions, districts, states, and the center. The officers responsible for these tasks are generalists with qualifications in engineering, medicine, law, social sciences, agriculture, science, or arts, and they transcend departmental boundaries, working collectively to ensure the welfare and services for residents. However, the existing bureaucratic system often involves excessive documentation and compliance levels, warranting a call for an upgraded governance system led by civil servants and bureaucrats who comprehend the aspirations of the common people.
In contrast to the United States, where government employees often identify more with specific roles or expertise than the term “bureaucrat,” the term can sometimes carry a negative connotation when describing colleagues perceived as inflexible or overly concerned with procedural details. Regardless, most government employees take pride in the importance of their work, even when subjected to demoralizing political rhetoric. The reality is that bureaucrats, often misunderstood or overlooked, are the main pillars of government. Many politicians lack basic knowledge or degrees and rely on bureaucrats to navigate constitutional rules, regulations, and the intricacies of law. Bureaucrats play a vital role in advising leaders on policies, law, and effective governance, drawing on their knowledge and experience accumulated over decades. While politicians were initially intended as a check on bureaucrats, the power dynamics often see bureaucrats restrained from implementing beneficial initiatives. Recognizing the potential of bureaucrats, if equipped with enhanced knowledge and training, raises the prospect of a government functioning without the direct influence of politicians, acknowledging and appreciating the crucial role played by government officers in safeguarding the nation, fostering development, and ensuring the well-being of Pakistan.
The challenge of occupational stress is pervasive in bureaucracies worldwide, demanding attention from governments to address its impact on the well-being of their workforce. Developed nations have dedicated substantial efforts to mitigate this issue, recognizing its significance. In Pakistan, authorities responsible for overseeing the bureaucracy have been actively engaged in addressing occupational stress, as evidenced by two earlier studies focusing on stress within the police force and the auditor general’s office. National School of Public Policy has conducted research on this issue and I have also steered the interviews of bureaucrats of different groups excluding Postal, Account and Information group about their stress level during their course of work and the findings were very interesting.
A consensus among the respondents reveals that a significant majority acknowledges experiencing stress during the course of their work, impacting their decision-making processes. In a majority of instances, the primary mental indicators of stress manifest as frustration, anxiety, and irritability. Noteworthy physical symptoms include fatigue and tension in the neck and shoulders. Behavioral manifestations of stress commonly include heightened social isolation, increased short-temperedness, and a noticeable decline in creativity and initiative.
Mental, physical, and behavioral indicators are most evident among officers with six to 12 years of service/experience, less pronounced among those with 13 to 17 years of experience, and least among officers with 17 years or more of experience. While stress profiles remain similar for both genders, signs of stress are notably more apparent among female officers. The distribution of stress symptoms across various service groups indicates that ex-cadre officers exhibit heightened levels of frustration, backache, and increased social isolation compared to officers belonging to regular occupational service groups.
Addressing the prevalent work-life imbalance among civil servants is imperative. A significant number of officers contend that they not only work on weekends but also prioritize work over family or recreational activities. For the majority of civil servants, perceived causes of occupational stress do not primarily stem from job demand and job control. Instead, concerns revolve around conflicting directives from different supervisors, excessive workloads, and inadequate remuneration. The prevailing opinion among civil servants is that lack of support from superiors and colleagues, along with external pressures, are considered minor contributors to occupational stress.
The primary coping mechanisms adopted by civil servants involve socializing with family, friends, and colleagues. Only a minority of civil servants opt to seek advice from health professionals for stress management.
The recommendations encompass regular training sessions, encompassing expert assessments and exercises, to address the mental, physical, and behavioral symptoms experienced by officers. Providing officers with access to necessary resources and improving the hierarchy and line of command are essential steps in reducing, rather than exacerbating, stress. Targeted, result-oriented training sessions focusing on time management can contribute to enhancing efficiency. Acknowledging the strain that transfers put on families, efforts should be made to minimize their frequency.
Regardless of the government’s preferred definition of stress, its adverse impact on the quality of state services necessitates urgent attention. A bureaucracy operating under stress falls short of serving the dynamic and just state that the public deserves. This discussion underscores the pressing need to restructure the state apparatus, preventing it from unintentionally or intentionally hindering the public good.
Addressing the pervasive issue of stress and depression among bureaucrats in Pakistan requires a multifaceted approach aimed at cultivating a healthier work environment. Firstly, the implementation of regular and comprehensive training programs focusing on stress management, resilience building, and mental health awareness can empower bureaucrats with coping mechanisms. Providing accessible resources for mental health support, such as counseling services, can contribute to creating a supportive atmosphere. Efforts to improve the hierarchy and streamline the chain of command can reduce undue stress, ensuring a more efficient workflow. Moreover, considering the adverse impact of frequent transfers on families, policies should be formulated to minimize such disruptions. Additionally, a thorough review and revision of remuneration structures to address complaints of inadequate wages are essential for boosting morale. Prioritizing a work-life balance and instigating reforms to enhance job satisfaction can further contribute to the eradication of stress and depression among bureaucrats, fostering a more resilient and effective public administration.
