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An assessment of the Auditor General's contribution to good governance in the public service: a case of the Eastern Cape provincial administrationKhashe, Sivuyile Churchill January 2015 (has links)
The Office of the Auditor -General’s role is by no means minor, for it plays a major role in curbing corruption and acts as a ‘’watchdog’’ of the nation over public funds. Amidst high mismanagement and misuse of public resources, as well as corruption, especially in developing countries, the major question one asks is how effective the Auditor -General can be in ensuring good governance within state departments so as to improve service delivery. The gaps between approved budgets and the realisation of policy and development goals stand among key governance challenges in many developing countries. Supreme Audit Institutions (SAIs) play an important role in holding governments to account. However, many SAIs including AGSA face serious challenges when trying to evaluate the expenditures and performance of government agencies. Therefore this study suggests that more resources should be invested in the office of the AG so as to allow it to carry out its duties without impediments. Good governance and public finance accountability is becoming increasingly important in the public sector. One means of effecting good governance and accountability is through auditing. For this reason the Office of the Auditor-General through the Constitution of the Republic of South Africa 1996 (Act 108 of 1996 section 216 (1)) was established to facilitate and encourage good governance and effective accountability through auditing. To this end the study assesses the contribution made by the AGSA in encouraging good governance practices in government departments in the Eastern Cape Province.
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Developing a strategic management framework for information technology migration to free open source software in the South African public sectorNgeleza, Bangani Eric 07 June 2012 (has links)
The Government of South Africa adopted a policy on Free Open Source Software (FOSS) in 2003. This policy requires all government entities to migrate their IT to open source. This adoption of the FOSS policy is based on evidence of potential FOSS contributions to economic development generally, and directly support South African economic development priorities. In spite of the adoption of this policy, rates of adoption of FOSS in the SA government are low. This is partly because there is a lack of documentation of successful cases of migration. In addition, there is no strategic management framework that managers can use as a guide for migration. This lack of documentation may result in managers in government finding it difficult to know how best to go about migrating to FOSS. A failure to address this problem will delay the take-up of FOSS, in spite of all its stated benefits. Evidence so far within the government of South Africa is that the adoption of FOSS is progressing rather slowly.
Making use of a qualitative research method that combines grounded theory with a case study method in four South African Government organisations, this study develops a strategic management framework for IT migration to FOSS in the South African public service. The four organisations that were part of this study were: the National Library of South Africa; the Presidential National Commission on Information Society and Development; the Electronic National Traffic Information System and the State Information Technology Agency. Data was collected using an open-ended interview guide. A strategic management framework for Information Technology migration to FOSS will assist the Government of South Africa with the better implementation of its FOSS policy. The framework will provide guidance to public sector managers regarding how the process of migrating can best be managed.
Content analysis is used to derive the framework that shows that IT migration to FOSS in the public sector of South Africa follows a strategic management process. This process goes through the phases of strategic planning, operational planning, implementation and monitoring and evaluation. The framework is developed using eclectic explanations of strategic management, including mechanistic and organic perspectives. Correspondence analysis is used to corroborate and validate the framework. The framework is accompanied by a set of management guidelines that managers in the public sector can use in migrating their organisations' IT to FOSS. / School for Business Leadership / (D.B.L. (Strategic Management))
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Developing a strategic management framework for information technology migration to free open source software in the South African public sectorNgeleza, Bangani Eric 07 June 2012 (has links)
The Government of South Africa adopted a policy on Free Open Source Software (FOSS) in 2003. This policy requires all government entities to migrate their IT to open source. This adoption of the FOSS policy is based on evidence of potential FOSS contributions to economic development generally, and directly support South African economic development priorities. In spite of the adoption of this policy, rates of adoption of FOSS in the SA government are low. This is partly because there is a lack of documentation of successful cases of migration. In addition, there is no strategic management framework that managers can use as a guide for migration. This lack of documentation may result in managers in government finding it difficult to know how best to go about migrating to FOSS. A failure to address this problem will delay the take-up of FOSS, in spite of all its stated benefits. Evidence so far within the government of South Africa is that the adoption of FOSS is progressing rather slowly.
Making use of a qualitative research method that combines grounded theory with a case study method in four South African Government organisations, this study develops a strategic management framework for IT migration to FOSS in the South African public service. The four organisations that were part of this study were: the National Library of South Africa; the Presidential National Commission on Information Society and Development; the Electronic National Traffic Information System and the State Information Technology Agency. Data was collected using an open-ended interview guide. A strategic management framework for Information Technology migration to FOSS will assist the Government of South Africa with the better implementation of its FOSS policy. The framework will provide guidance to public sector managers regarding how the process of migrating can best be managed.
Content analysis is used to derive the framework that shows that IT migration to FOSS in the public sector of South Africa follows a strategic management process. This process goes through the phases of strategic planning, operational planning, implementation and monitoring and evaluation. The framework is developed using eclectic explanations of strategic management, including mechanistic and organic perspectives. Correspondence analysis is used to corroborate and validate the framework. The framework is accompanied by a set of management guidelines that managers in the public sector can use in migrating their organisations' IT to FOSS. / School for Business Leadership / (D.B.L. (Strategic Management))
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The use of Sesotho as an official medium of communication in selected departments within the Free State Provincial Government as proposed in the draft Free State Provincial Government Language PolicyKoai, Mojalefa I. January 2015 (has links)
Thesis (M. Tech. (Communication)) -- Central University of Technology, Free State, 2015 / The central role of language in governance need not be argued; it is self-evident. Effective communication between the political leadership and the state administration, between individual government bodies and institutions, within these bodies and institutions, and between the government and its citizens, which is a prerequisite for good government, occurs mainly through language.
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Alignment of the emerging management development programme(EMDP) to the human resource development strategy for the South African public serviceBoshomane, Lekau Godfrey 11 1900 (has links)
The focus of this research is to understand the relevance of the Human Resource Development Strategy for the functioning of South African Public Service and its implications for the Emerging Management Development Programme (EMDP).
One of the main challenges of the Human Resource Development Strategy (HRDS) is its translation into well designed training programmes that are aligned with the goals and objectives of the strategy. The Emerging Management Development Programme (EMDP) is meant to be the translation and interpretation of the HRDS for public sector training and development on emerging management level.
The intention of this study is to evaluate, analyse and understand the alignment of the EMDP with the Human Resource Development Strategy for the South African pubic service and subsequently suggest proposals for the possible improvement of emerging middle management development.
The objectives of the research will be stated in the form of two critical questions:
What are the main directives in the Human Resource Development Strategy for the Public Service regarding management development in general, and the gaps in the design and development of the Emerging Management Development Programme (EMDP) in particular?
How does the design and development of the current EMDP meet the strategic vision for management development as envisioned in the Human Resource Development Strategy for the Public Service?
The research methodology applied in this study, is a qualitative research approach. This approach focuses on phenomena that occur in natural settings, i.e. in the real world and involve studying those phenomena in all of their complexity which is used to gather data. This data is preserved in descriptive narratives. A qualitative research approach also uses mainly the constructivist-interpretive perspective.
The key finding is that as much as the EMDP is comprehensive, it is however not yet aligned with the Human Resource Development Strategy of the South African Public Service. The recommendation is that the conversion of the objectives of HRDS-SA into the learning outcomes of the EMDP in order to provide a framework for a comprehensive base of competencies that inform the curriculation of the EMDP is important. This will ensure that the learners are able to benefit from a multitude of skills development activities in the programme and, in so doing, render them more purposeful to improve their impact on the skills challenges of the country. / Public Administration and Management / M. Tech. (Public management)
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The implementation of employment equity in the public service with specific reference to the Department of Justice and Constitutional DevelopmentMekwa, Makupu Sylvia 09 1900 (has links)
The Employment Equity Act, No 55 of 1998 forms part of the transformation legislation aimed at promoting equity and eliminating discriminatory and unfair treatment in the workplace. This Act was promulgated more than ten years ago, and its positive impact has to be measured in terms of its contribution to the conduciveness of the work environment. The aim of this study is to enhance measures for effective implementation of an Employment Equity Programme (EEP) in the Public Service, with specific reference to the Department of Justice and Constitutional Development. The ultimate aim is to identify Employment Equity (EE) measures that will benefit management and employees in enhancing individual performance and productivity. The study focuses on perceptions of employees on how they perceive EEP. As the study progressed it became equally important to determine the alignment and contribution of EEP on Departmental strategic objectives. The results and recommendations will be shared with the Department of Justice and Constitutional Development with a view to ensuring that its EEP is aligned to its strategic objectives, and adds value to service delivery. / Public Administration & Management / M.P.A.
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Beheer van die diskresionêre bevoegdhede van staatsamptenare : rol van die grondwet van die Republiek van Suid-Afrika, 1993 (Wet 200 van 1993)De Giorgi, Benita Valera 11 1900 (has links)
Ten einde arbitrere uitoefening van die diskresionere bevoegdhede waarmee staatsarnptenare
beklee word, te voorkom en te beperk, is beheer van sodanige bevoegdhede noodsaaklik.
In die verhandeling word die rol wat die Grondwet van die Republiek van Suid-Afrika, 1993
(Wet 200 van 1993) kan vervul in die uitoefening van beheer oor die diskresionere
bevoegdhede van staatsarnptenare ontleed. Sodanige ontleding geskied met verwysing na die
Handves van Menseregte en instellings en ampte wat hulle gesag en bevoegdhede aan die
1993-Grondwet ontleen. Bykomend hiertoe, word ondersoek ook ingestel na die belang en
relevansie van konstitusionalisme binne die konteks van publieke administrasie. / In order to prevent and to limit the arbitrary exercise of discretionary powers with which
public officials are endowed, it is necessary to control such powers. This dissertation
explores the role which the Constitution of the Republic of South Africa, 1993 (Act 200 of
1993) can fulfil in the exercise of control over the discretionary powers of public officials.
Analysis of the role of the 1993-Constitution in this regard, is done with reference to the Bill
of Rights and institutions and offices which derive their authority and powers from the
Constitution. In addition hereto, the importance and relevance of constitutionalism within the
context of public administration is also explored. / Public Administration / M.A.
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Kollektiewe bedinging en beperkinge daarop in die openbare sektorGoosen, Hermanus Stefanus. 11 1900 (has links)
Summaries in English and Afrikaans / Text in Afrikaans / Staatsamptenare val sedert 1993 onder arbeidswetgewing wat vir kollektiewe
bedingingsregte voorsiening maak. Wat laasgenoemde regte aanbetref word, in
ooreenstemming met intemasionale reg, betoog dat die regte van
staatsamptenare meer beperk kan word as wat die geval in die privaatsektor is.
Ten spyte van argumente tot die teendeel word aangevoer dat staatsamptenare
'n noodsaaklike <liens aan die bree gemeenskap lewer wat veral met betrekking
tot die herontwikkeling en opbou van Suid-Afrika 'n belangrike sosioekonomiese
bydrae te lewer het. Die afwesigheid van die tradisionele
onderskeid tussen kapitaal en arbeid, werkplekf arums, ·sow el as onbeperkte
organiseringsregte sal produktiwiteit in die openbare sektor belnvloed.
Werkersdeelname in besluitneming in die openbare sektor kan verwesenlik
word sander om die omvangryke kollektiewe bedingingsregte soos vervat in
die Wet op Arbeidsverhoudinge, 66 van 1995 aan staatsamptenare te verleen. / Public servants have fallen under labour legislation that provides for collective
bargaining rights since 1993. It is argued that these rights of public servants, in
accordance with international law, may be limited to a greater extent than those
of employees in the private sector. Despite arguments to the contrary the
opinion is held that public servants deliver an important, essential service to the
broader public especially when it comes to their socio-economic contribution to
the redevelopment of South Africa. The absence of the traditional difference
between capital and labour, workplace forums, as well as unlimited
organisational rights will have an influence on productivity in the public sector.
Workers participation in decision making can be realised without granting
public servants the extensive collective bargaining rights as contained in the
Labour Relations Act, 66 of 1995. / Law / L.L.M.
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Succession planning a development tool for developing middle managers in the Department of Science and TechnologyKraai, Vuyokazi, Kahn, Sinval Benjamin, Motsoeneng, Ramokhojoane Paul 05 1900 (has links)
The aim of this research is to investigate how succession planning can be used as a developmental tool in developing middle managers in the Department of Science and Technology (DST).
The research shows that the DST has good strategies and policies in place for the development and retention of its employees, although there is no succession planning tool or system in place.
Proposed interventions to address identified gaps in terms of succession planning include a quota system of positions that should be filled by internal candidates to encourage employees’ buy-in to succession planning; inculcating it in the institutional culture and therefore, preserving and retaining institutional memory; creating a robust reward management programme based upon a pay-scheme that seeks to reward middle managers for developing their competencies in line with institutional requirements / Public Administration / M.A. (Public Administration)
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Consumer debt level of the Department of Health public servants in MahikengMoaisi, Lesolobe Patrick 08 May 2014 (has links)
Studies as described in the literature review indicate that most South Africans are
highly in debt. The South African Reserve Bank’s quarterly bulletin is one of the
prominent barometers for measuring household debt in the country and over the last
five years has been indicating a steady decline but still very high household debt
among South Africans. Studies have also shown that this relates to poor financial
literacy and consumer ignorance in applying basic financial management practices.
This is discussed in Chapter two of the study.
The aim of the study was to determine the consumer debt level of the Department of
Health public servants in Mahikeng, North West Province. This study used a
consumer survey to measure consumer indebtedness among public servants in
Mahikeng.
The results of the study support literature in that the study found that most public
servants are indebted. The findings also showed that 63% of the public servants
spent more than 20% of their income in servicing debt. Thirteen per cent of the
public servants taking part in the study had been served with either garnishee or
emolument orders.
The results of the study seem to suggest that public servants working for the
Department of Health in Mahikeng and taking part in the study were indebted. / Business Management / M. Com. (Business Management)
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