The Civil Service Management Law was enacted in 2006 with three main objectives: unifying the administrative and employment system, downsizing the government, and promoting meritocracy. This law addresses the existing complexities in hiring, employment terms, payment system, and pension funds within the public sector. Additionally, it sought to redefine the scope of activities for the public sector and streamline the government workforce, while promoting specialization and merit-based recruitment in the executive branches. After approximately 15 years of implementing this law, it is crucial to assess whether the aforementioned goals have been effectively achieved within legal system. This research utilizes a descriptive-analytical approach, drawing on available library resources, to evaluate the performance of the Civil Service Management Law in attaining its objectives. Findings show that various institutions and authorities have been excluded from the scope of this law, which contradicts intended goals of the legislation. Moreover, interpretative and executive policies that deviate from the original objectives of the law, as well as inadequate implementation strategies, are identified as significant obstacles and detrimental hindering the success of the civil service management law. Furthermore, according to the authors' argument attaining the first and third objectives, specifically the "integration of the administrative and employment system" and "meritocracy," face internal resulting from legislative deficiencies. On the other hand, obstacles to achieving the second goal, "downsizing the government," primarily stem from external executive factors. These challenges, both internal and external, have hindered the full realization of the goals set by the Civil Service Management Law.

During recent decades, we have faced with extended researches and continuous debates among scholars on public administration about the best method and strategies for retrieving managerial processes in public organizations. Selecting new managerial frameworks in terms of country-specific cultures and constitutions –in a way that facilitate developmental policies and actions – is seen not just as an important but necessary and inevitable goal for all, especially for developing, countries. Thus, in Iran, the 1386 Act on Civil Service Management was approved for solving administrative problems and imparted to public organizations. however, unfortunately there have been no sufficient effort for implementing this Act, and now after 6 years from its approval, most of its articles have not implemented or implemented incompletely, although some practitioners and scholars argue that failures in implementation can be attributed to formal and substantive deficits found within the Act and incompatibility between theoretical basics and real administrative context.In this framework, the findings in this study showed that chapters I and II of the Act have gone beyond Iran's administrative organization. Moreover, most of the articles of the Act are based on the principles of controversial theories on the new public management and good governance. finally, the impartation of public administration general policies was occurred after the approval of civil service management Act. Therefore, this Act, in the reviewing phase, should be adjust to "the public administration general policies".

Bureaucracy prepares a good way to achieve main objectives within Iran's 20- year perspective document. Studies show that Iran's bureaucracy has serious problems caused that the government, officials, civil servants, and the public have been dissatisfied. Therefore according to the modern management theories, constitutional principles, and socio-political conditions, the bureaucratic system must be reformed necessarily, it emphasized. In this connection, the amendment of bureaucracy and employment Acts were put on the current government's agenda that as a result of it, civil services management bill was submitted to Islamic Consultative Assembly. After many discussions taken three years, the bill was approved by the parliament. The Act consists of human resources management laws such as recruitment, employment, organizing, reconstruction, organization, retirement, civil servants' payments, and as a whole people's rights. Its all preparation, codification, and ratification processes done according to modern management theories world wide such as good governance, modern state, valuable experiences gained by different countries, and constitutional principles within Islamic/Iranian- oriented laws. The article spots the strengths and weaknesses of Iran's bureaucracy that necessarily it must be reformed and outlines the principles, achievements, and modern management theories. Then it discusses about principles of the Act which are restricted to definitions, strategies, and the performance of government's duties technology, organizational structure and finally, its possible achievements have been predicted after the Act was enforced.

Every sountry's’ administration is implemented through general and public policies. Policies should be proven by the Parliament to become laws. After that, implementation phase is one of the most important stages in policy making process.However, there are many barriers in the implementation phase. So public administrator should recognize these barriers and try to overcome them. This research uses the descriptive, survey and applied research method to evaluate and prioritize the barriers of implementing the Public Services Management Law. Population of the study includes senior managers engaged in the implementation Public Services Management Law. The suitable sample of managers was selected at random. There are four main barriers (factors) in implementation phase: law quality (2.87), executive branch of government (3.29), controlling part (3.42), and tools and requirements (3.36). The findings of the present research illustrated that all factors, unless public quality, have high negative impacts on implementing the law. According to Freedman's and Paired-t tests, three barriers including executive branch ofgovernment, controlling part, and tools and requirements are in the same situation regarding to avoid implementing the law, but law quality is in the lower priority.