Thesis (MPA (School of Public Management and Planning))--University of Stellenbosch, 2009. / As an attempt to usher in a paradigm shift in the way public services are rendered in the new dispensation, Section 195 of the Constitution of the Republic of South Africa, Act No. 108 0f 1996, envisages a Public Administration governed by specific values and principles intended to act as a guide in government‟s endeavours of seeking to provide services impartially, fairly and without bias. According to the supreme law of the country, this could be achieved among other things by responding adequately to the needs of the people and further entrenching the participation of the citizenry in the policy processes of government; thus deepening good governance. Part of the challenge that faces the realization of what the Constitution envisages centres largely around the transformation of public servants sothat they begin to deliver services in a way that puts the citizen first. To this extent government has already responded with a very ambitious Batho Pele program, the implementation of which is intended to effect a turn around in the Public Administration status quo bequeathed by the past, so that it is deliberately focused on the needs of the client. The current section of the thesis is an introduction to the entire work aimed at assessing the levels of implementation of the Service Delivery Improvement Policy of Provincial Government within the Department of Arts Culture and Tourism in KZN.

Thesis (MPA (School of Public Management and Planning))--University of Stellenbosch, 2007. / The uMgungundlovu District Municipality is one of the ten district municipalities of the KwaZulu-Natal Province which was formed after the disestablishment of the Indlovu Regional Council in the year 2000. This Municipality has within it seven local municipalities that have varying capacity in terms of service provision. The thesis investigates how the evolution of the uMgungundlovu District Municipality’s organisational structure has impacted on the Municipality’s service delivery over the past eight years. The investigated problem is that the Municipality and its predecessor have never reviewed their organisational structures, while their functions, leadership and staff complement have changed over the past eight years. The purpose of the study was to address a practical problem at the Municipality, with the intention to throw some light on the impact of organisational structures on service delivery, and possibly suggest some solutions for the Municipality to implement. The investigation focuses on the challenges faced by the Technical Department, as a line-function department, in their efforts to deliver services to the public. The exploration begins with an analysis of the structure that populated the erstwhile Indlovu Regional Council, and follows through to the structure of the current Municipality. The investigation has been done through the consultation of documentation of the Municipality as well as interviewing staff and management of the Municipality. The staff who were interviewed included technical staff who were employed during the reign of the Regional Council, as well as technical staff who joined the organisation once it had become the District Municipality. In addition, Human Resources staff, performance management staff, the staff union representative and general staff were also interviewed. The focus of the study excludes political influences on the problem of the Municipality due to the sensitivity of this issue. However, responses from the interviews that relate to the role of political principals of the Municipality have been discussed to illustrate the necessary points. The thesis draws on relevant theories, legislation and policies to form the basis for the arguments that are put forward. The legislation and policies used include national, provincial and local government legislation and policies that guide the functioning of municipalities. One of the main findings of the investigation is that the staff and management do not have the same understanding of organisational structures or of their functions. The management understand that organisational structures need to be done with all staff of the organisation and that the structure should be informed by the organisational strategy to ensure that all plans that are followed thereafter assist with the implementation of the organisational strategy; the Integrated Development Strategy. The staff, on the other hand, owing to their exclusion from the relevant organisational structuring and design processes, believes that their work is separate from the organisational strategy. Furthermore, the staff argued that the formulation and implementation of the organisational strategy is the responsibility of the management and they, as low-level staff, have to focus on their ‘normal work’. One of the limitations to the study is that one of the senior managers that was going to be part of the study group resigned before the interviews were conducted. It is submitted that this did not substantially alter the conclusions of the thesis because the Municipal Manager, as the manager of the senior manager and as the Chief Information Officer and Accounting Officer, was available for the interview and has provided the required information. The thesis concludes that the Municipality’s service delivery efforts can only be efficient and sustainable if the organisation ensures that its structure is informed by its strategy, and that these are both reviewed at regular intervals to ensure that this is done in an up-to-date manner.

Thesis (MBA)--Stellenbosch University, 2008. / ENGLISH ABSTRACT: This thesis extends research on the benefits and critical importance of diversity and proper diversity management in South African government departments, and was built on the premise that this research can provide benefits in assisting this government departments to make improvements in their diversity management and to harness the benefits of diversity. Participants in the study were the employees from the National Department Public Work's Cape Town Regional Office. The study also looks at diversity management studies conducted in Australia, Malaysia and Canada. The study involves an in-depth analysis of the literature on diversity management, which resulted in an untangling of the complexity of the subject . / AFRIKAANSE OPSOMMING: Die doel van hierdie werkstuk is om die voordele en kritiese belang van die bestuur van diverse werkgroepe binne die Suid Afrikaanse staatsdepartemente te ondersoek. Nieteenstaande die moontlike slaggate, moet die voordele van 'n diverse werksgroep en die belangrikheid om sodanige personeel effektief te bestuur nie deur werkgewers onderskat word nie. Die werknemers van die Nasionale Department Publieke Werke, Kaapstad gaan deel neern in die studie. Die studie sluit in persoonlike onderhoude. Die studie ondersoek ook bevindinge oor die bestuur van diversiteit in Australia, Malaysia en Kanada, Dit sluit ook in diepte ondersoek van literuur aangaande diverse bestuur.

Thesis (MBA)--Stellenbosch University, 2012. / If one compares governments to the corporate world across the globe, it often plays second fiddle when it comes to strategy; new ideas, adopting of new management styles & processes and lastly, change, for this reason, the Provincial Government of the Western Cape recently undertook a journey that would shed it from these stereotypical behaviours. The journey was Christened „The Modernisation Programme‟ and was launched in 2009; one of its brainchildren named „Project Management Approach‟ was created as the bastion against inefficiencies and ineffective service delivery. A case in point is the unfinished Eastern Boulevard freeway in the city centre of Cape Town; the project was scrapped in the seventies, as the need for it was not justified by the traffic demand at the time in relation to its astronomical cost - a clear indication of poor project planning and management. This study was therefore undertook to examine whether the Project Management Approach (PMA) as part of the holistic Modernisation Programme was successfully implemented and if it yielded the expected results and attitude change in the project management environment in the Department of Transport and Public Works, which is responsible for more than half of all Provincial Government‟s projects. The study examines the impact the Project Management Approach had on service delivery, project management IT infrastructure and as a strategic tool. The analysis showed that although the PMA was welcomed by top management and even has the Director General (DG) as its business champion. However, it fell by the way side two to three years later, this was mostly due to limited communication, which practically ceased two years later and a steering committee that was never fully established and supported by senior official. An outcome, which resulted in roughly half of the project leaders being partially aware of the PMA, a similar analysis also revealed that they were not even aware of it being a long-term strategy. The analysis based on stakeholder involvement was more positive and many of the client department‟s end users were satisfied with the degree of improved cooperation between departmental teams. Further analysis conducted on the client/end user‟s opinion resulted in positive responses but failed to fire up the researcher‟s enthusiasm, as it was hardly the response one would expect from clients, had international standards and best practices been present. “Project management can be defined as a way of developing structure in a complex project, where the independent variables of time, cost, resources and human behaviour come together.” (Rory Burke) “Operations keeps the lights on, strategy provides a light at the end of the tunnel, but project management is the train engine that moves the organization forward.” (Joy Gumz)

The South African public service is experiencing a high staff turnover and difficulties to retain staff. These will result in the loss of talented and knowledgeable employees and consequently a loss of institutional memory, and will create a knowledge gap. The purpose of the study was to explore whether talent management and knowledge management are integrated and whether they support staff retention in the South African public service. The qualitative data were collected through document analysis and semi-structured individual interviews with seven senior managers and six middle managers who were selected purposefully. Three main themes and ten sub-themes were identified and discussed. The findings indicated that talent management and knowledge management were applied in an ad hoc manner and that there were no approved policies. However, it was found that performance management formed the basis for talent management and that the current talent management approach failed to retain talented employees. / Business Management / M. Com. (Business Management)

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)

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 and Management / M.A.

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.

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 and Management / M.A. (Public Administration)

The proposed study intends to establish how procedural the reward systems are being implemented in the Limpopo Department of Health and whether claims of biases are founded. The study is aimed to determine the system’s influence on the organisation’s ability to track poor performance and to manage it. It also provides a refreshed view of the current pitfalls in the implementation of the programme, and subsequently provides indications of remedial action to recover the purpose of the performance management and development system. The study furthermore assesses the impact of performance management practices and explored the best implementable practices for effective performance management systems and best service delivery by the Limpopo Department of Health. A qualitative research approach that included interviews with HR and line managers was utilised and a quantitative research approach that included questionnaires from ordinary employees was followed. The findings are that the system cannot be linked to employee output, but an obvious benefit is employee rewards. The literature review shows that there is a general poor understanding of performance management and development system in the public service. It (Literature review. Chapter 2) further establishes that there are several challenges that hinder the effective implementation of performance management and development system in the public service. Other findings of the study include that there is a challenge of biased ratings (subjective assessment), and a setting of unrealistic performance targets which are unrealisable by employees. The main finding of the study is that lack of training poses a serious challenge in implementing performance management and development systems. Many respondents indicated that employees need to be brought to awareness about the implementation of the model so that both management and employees can work towards the Department’s vision. Some suggested that management should realise our needs and arrange training for capacity building. Another employee agitated that “I am not involved in any performance management because this is used for financial gains. This is another corrupt activity?” The above-mentioned statements clearly show concerns of employees in their overall performance. / Public Administration / M.P.A.