AbstractDespite much training in public administration over the past 20 years there has been little improvement in public service management in the Third World. This was anticipated in Schaffer's critical notion of ‘trainingism’. This concept, when applied to Papua New Guinea, helps us to understand why training has been unable to produce dramatic changes in public service performance. Training has been used to perform latent functions and has not been evaluated. The situation is currently under review as new initiatives are taking place to improve training's contribution to public service efficiency and effectiven