text: itstasks. remunerati toestabli 22.Takin Committee a 5perce categories Noblemaire Leagueof movestod salaries 0 "thehighe andthetie salaries. 23.TheI United Nat adjustment retirement inthePro States fed(d)TheGeneral Assembly maywishtoconsider seeingtoitthatthecreation ofnewpostsinbudgets includes asubstantial proportion ofP-l/P-2 postssoasto re-establish thenormal pyramid ofProfessional grades. Itmayalsowishto consider limiting orprohibiting thereclassification ofP-2postsathiqherlevels; (e)Afteraperiodofgradual ~daptation, competitive examinations and objective recruitment methods sh,u1d beextended tocovertheP-3level; (f)TheAssembly maywishtoconsider thepossibility ofrecommending the extension oftherulesapplicable tocompetitive examinations toUNDP,theUnited Nations Children's Fund(UNICEF), theWorldFoodProgramme (WFP)andtheOfficeof theUnitedNations HighCommissioner forRefugees (UNHCR); (g)TheGeneral Assembly maywishtoconsider thepossibility ofrequesting theSecretary-General toprovide areport onthesituation ofGeneral Service staff intheUnitedNations, dealing inparticular withrecruitment, training, career development andpromotion problems (including apossible modification ofthe present General Service toProfessional promotion system). 20.Thereport wassenton31August 1984totheSecretary-General oftheUnited Nations foraction andtotheotherparticipating organizations ofJIUfor information. TheSecretary-General hasissuedbulletin ST/SGB/210 dated 22January 1985infulfilment ofsomeoftherecommendations. B.Staffcostsandsomeaspects ofutilization ofhuman andfinancial resources intheUnitedNations Secretariat (JIU/REP/84/12) 1/ 21.TheUnitedNations Secretariat, withastaffexceedinq 16,000 andabiennial budgetofover$US1.6billion, hasbeenanobjectofconcern toMemberStates owinqtoincreasing costsandtoa11eqed declining efficiency intheperformance of itstasks. Thereportdealswiththreeaspects oftheproblem: thelevelofstaff remuneration; thegrowthofstaffinnumber; andthefailure oftheUnitedNations toestablish clearpriorities andtoabandon ineffective projects. 22.Takingasapointofreference a1982recommendation oftheAdministrative Committee onCo-ordination totheInternational CivilService Commission (ISCS)of a 5percentincrease insalaries forstaffintheProfessional andhigher categories, theInspectors analysed themeritofthisincrease, bearinq inmindthe Nob1emaire principle, whichwasadopted in1921todetermine salaryscalesforthe LeagueofNations staff. Thereport makesseveral calculations andcomparisons and movestodemonstrate thatasalaryincrease isnotjustified atpresent since salaries oftheProfessional andhighercategories already compare favourablv with "thehighest paidnational civilservice", namely, theUnitedStatesofAmerica, andthe"expatriation factor" ismorethanreasonably reflected inthescaleof salaries•. 23.TheInspectors makeanextended comparison oftotalcompensation levelsof UnitedNations staffandUnitedStatesfederal civilservants insalaries andpost adjustment levels, therighttoannual andsickleave, numberofofficial holidays, retirement benefits etc.Thegeneral conclusion drawnisthatunitedNations staff inthe Prof~ssional andhighercategories arelarqe1y overpaid compared toUnited Statesfederal civilservants. -9-24.ThesecondhalfoftherepOrtdealswithperformance levelsofstaffandraises someissuesrelated totheefficiency oftheSecretariat. Ananalysis ofbudgetary appropriations overthepast10yearswouldshowthatanincreasing shareofUnitedNations resources goestopay"non-substantive" (i.e.,managerial ~ndadministrative) activities. Redistribution ofresources infavourofoperationalactivities isadvocated. 25.Thereport makesthepointalready asserted inanearlier report(JIU/REP/Bl/l) on"Methods ofdetermininq staffrequirements", thattheUnitedNations lacksaccepted normsrelating workload tostaffrequirements, whichleadstoinappropriate staffing patterns. Moreover, theInspectors regretthatalmost no progress wasregistered tocomplywithJIUrecommendations onthissubject madein19B1(seeA/36/16B, sect.IV).
analysis: The text appears to be discussing the management and efficiency of the United Nations Secretariat, specifically regarding staff costs, salaries, and performance. It seems to be more focused on the internal workings of the organization rather than any specific sector or issue related to economic development, natural resources, or other areas.