Introduction Change is theorised as being inevitable and constant, yet it can be managed either proactively or reactively. It can occur incrementally as a process, or drastically and radically; this invariably affects the systems and sub-system. Most managers in the Public Service (PS), officials, consultants and practitioners conceptualise change management with minimal strategies of how to deal with it, especially when it occurs in an organisation. Change management needs key role players with respective roles to manage change within an organisation. Change management in this study is in the context of organisational strategic change, where human resource (HR) and line managers are regarded as key stakeholders in dealing with change, particularly strategic change, in the PS. Failed change efforts are due to inadequate change management competence, which ultimately demands effective change management solutions, tailor-made programmes and specific actions, including skills and roles that need to be applied. If change is not managed in an organisation, it creates resistance that is associated with negative emotions where individuals and collectives experience fear, anxiety, insecurity, loss of control, constant routines, traditions, lack of support, confidence and trust. At an organisational level it can result in inadequate performance due to unclear goals and affected employees not being involved in the planning of change, as well as poor management style and political dynamics within the organisation. The PS is in flux and is affected by the rapid pace of social, political and technological change. Change should be managed by HR and line managers in the PS. Research Purpose The aim of this study was to determine the different roles that HR and line managers play during various phases of strategic change in the context of the PS and to further explore if they actually fulfil those theoretically determined roles. Motivation for the Study The PS has undergone tremendous change, mainly to adapt its service delivery machinery to government’s broadened mandate to serve all of the people of South Africa. Therefore, the motivation of this study is based on the lack of success in the PS in delivering services as required. This necessitates change efforts to improve service delivery. The failure of change efforts due to insufficient change solutions by management in the PS creates a gap in knowledge about change management solutions in the PS. This knowledge gap exists as result of the fact that there has been no research that has explored, in any detail, specifically how HR and line managers go about managing change on a day-to-day basis. This indicates that there is a scarcity of prior empirical studies exploring how change should be managed in organisations, including the PS. Leaders and managers in the PS do not understand the complexities they are facing when dealing with change due to the lack of capacity in terms of roles in leading and managing the change process. Hence the motivation of the study seeks to determine change management solutions through key stakeholders, by exploring the roles of HR and line managers in managing and leading change in the Public Service. / Dissertation (MPhil)--University of Pretoria, 2016. / Human Resource Management / MPhil / Unrestricted

Submitted by Antonio Roque Pereira da Silva Silva (antonio.roque@bozanoinvest.com) on 2014-12-29T13:48:47Z No. of bitstreams: 1 Dissertacao 2014 12 28 Versao Final Final Roque.pdf: 694332 bytes, checksum: 02ad1cf634c00dd4312e261bd9e2a0f7 (MD5) / Approved for entry into archive by Marcia Bacha (marcia.bacha@fgv.br) on 2015-01-16T18:43:45Z (GMT) No. of bitstreams: 1 Dissertacao 2014 12 28 Versao Final Final Roque.pdf: 694332 bytes, checksum: 02ad1cf634c00dd4312e261bd9e2a0f7 (MD5) / Approved for entry into archive by Marcia Bacha (marcia.bacha@fgv.br) on 2015-01-16T18:44:19Z (GMT) No. of bitstreams: 1 Dissertacao 2014 12 28 Versao Final Final Roque.pdf: 694332 bytes, checksum: 02ad1cf634c00dd4312e261bd9e2a0f7 (MD5) / Made available in DSpace on 2015-01-16T18:45:32Z (GMT). No. of bitstreams: 1 Dissertacao 2014 12 28 Versao Final Final Roque.pdf: 694332 bytes, checksum: 02ad1cf634c00dd4312e261bd9e2a0f7 (MD5) Previous issue date: 2013-11-26 / O envelhecimento da população brasileira é um fato que já alcança o presente. Nunca se viveu tanto como agora, e a longevidade tende a avançar ainda mais. Isto, num cenário em que a taxa de natalidade decresce e, ao mesmo tempo, as famílias demoram mais a ter filhos. De acordo com o IBGE (2014), daqui a alguns anos iremos assistir a redução da população brasileira. E, como o número de jovens entrantes no mercado de trabalho será cada vez menor, as empresas não terão alternativas, senão aproveitar esta mão-de-obra mais idosa. Existem alguns trabalhos no sentido de aferir como as empresas estão se preparando para este futuro. Inclusive, temas como o ageism, que se traduz pela prática de discriminação dos mais velhos, tem sido abordados e debatidos. Mas, o presente estudo tem como objetivo entender como as pessoas estão se preparando para uma vida mais longa e produtiva. Assim, foi realizada uma pesquisa com pessoas acima de 40 anos e, portanto, mais próximas da aposentadoria, de maneira a aferir suas expectativas com relação ao trabalho, como se posicionam em relação ao futuro, suas visões pessoais a respeito do sentido do trabalho, realização profissional, reconhecimento, carreira, limitações físicas e empregabilidade. As entrevistas foram semi-estruturadas, contemplando dados categóricos, e adotando como método para o tratamento dos dados, a análise do discurso. Como resultado, esta pesquisa revelou que a grande preocupação dos entrevistados é preparar-se para o futuro por meio de mais qualificação e mais estudo, sem deixar de se manterem atualizados a tudo que consideram importante ao seu desempenho profissional, e também sem revelar preocupações ou maiores cuidados com a saúde.

Research shows that due to a lack of strategy in managing human resources (HR), small businesses frequently close within the first 5 years of operation. The purpose of this multiple case study was to explore the strategies that HR managers used to maintain business operations for longer than the first 5 years. The targeted population comprised 2 owners of small business in North Carolina who used HR strategies successfully to sustain their businesses for longer than 5 years. Data collection methods included face-to-face, semistructured interviews and the review of the company documents associated with owners of the businesses and their attempts to remain in operation for longer than 5 years. A modified van Kaam method was used for data analysis. Three key themes emerged from data analysis: (a) effective leadership, (b) organizational structure, and (c) work climate. The results of the study indicated that HR strategies are critical to the sustainability of small businesses. The implications for positive social change include providing guidance to owners of small businesses regarding effective HR strategies that might help to sustain small businesses and their roles in job creation, innovation, competition, and economic growth in the United States.

In a survey conducted, as part of this research, 83,33% of participating South African diplomats indicated that the effects of cultural diversity and culture shock are underestimated. As South African diplomats are expected by the Department of International Relations and Cooperation (DIRCO) to work effectively in a crosscultural environment abroad, the psychological disorientation caused by culture shock could have a negative effect when working and living abroad. Severe culture shock could cause a high level of strain, which could influence the ability of diplomats to adapt effectively abroad, including spouse or partner dissatisfaction resulting from culture shock depression. This could lead to a diplomat requesting to return to his or her home country, with the associated high financial costs. Cultural diversity training is defined by various authors as one aspect that could assist in minimising culture shock since training provides knowledge, insight and skills to deal with the negative effects of culture shock when deployed abroad. Furthermore, the South African Public Service Act [1994] requires that human resource managers within government departments, such as DIRCO, have the responsibility to ensure that staff are effectively utilised and trained. The question that subsequently directed this research was the following: What should be included in the curriculum of a training programme aimed at minimising culture shock among South African diplomats? The research assessed the current culture shock training programme at DIRCO against international best practice, and it was found that a cultural diversity training programme in culture shock should comprise specific fundamentals, components and defining attributes relevant to definitions and explanations on culture, culture-specific information, cross-cultural skills, conflict resolution and dealing with culture shock in terms of cultural diversity, which has the potential of reducing culture shock among South African diplomats effectively. This research also found that there appears to be a gap in the scholarly literature and knowledge within the field of Public Administration on the defining attributes of a cultural diversity training programme with the potential of reducing culture shock among diplomats. Ongoing research is encouraged and recommended in this particular field of study within the public sector. / Public Administration / D.P.A.