Theses and Dissertations (Public Administration and Management)
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Item Ascension of women to senior management positions : a case of the Department of Water and Sanitation, Gauteng province(2024-05-07) Ngwenyama, N. P.; Kahn, S. B.Inherited colonial and patriarchal laws have created barriers for women to gain entry to employment opportunities and hierarchically advance to senior management positions (SMS). Although government is making strides in promoting women representation and gender equality in the public sector, women remain underrepresented at SMS. The aim of the study was to investigate if women at the Department of Water and Sanitation (DWS) advance hierarchically at the same pace as their male counterparts to SMS. The study applied a qualitative research approach to address the research objectives. Data was collected through desktop research by reviewing secondary data sources available in the public domain. The study found that women at DWS are underrepresented at SMS positions as males predominantly occupy these positions. This further widens the inequality gap, which shows that men continue to enjoy the benefits of patriarchal norms over women. Moreover, the majority of national government departments including DWS have not achieved the set employment equity target of 50% for women at SMS, and the 2% target for persons with disabilities (PWDs). The study revealed that it is a challenge to determine the level of compliance for women with disabilities at SMS as the composition of the gender and racial demographics for the 2% is not clearly defined by government. The study also found that barriers exist within the public sector which hinder the advancement of women, such as glass ceiling, glass cliff, patriarchal practices, gender stereotypes, gender bias and discrimination, exclusion of women in strategic decision-making structures, unequal salaries, harassment, bullying and intimidation, and unaccommodated disability needs, amongst others. The lack of support programmes and empowerment interventions for women to strive and self-actualise their potential to assume leadership positions has also been found to be amongst the barriers. The study recommends that for gender equality to be achieved, DWS should provide support programmes and empower women through skills development, nurturing talent, mentorship, coaching, gender mainstreaming, and provision of a gender-focused budget. Other recommendations brought forward are the inclusion of men in gender forums to drive transformation, development of gender-neutral policies, supervisor-subordinate support, and flexible policies to enable women to achieve a work-life balance.Item Relocation of functions in the free state department of police, roads and transport(2022-03) Chap, Zolile Isak; Malefane, S. R.The relocation of functions in the public sector is being initiated as part of structural changes to configure the structures of public institutions. It is implemented as part of initiatives that are aimed at assisting public institutions to achieve their policy commitments, promote coherence, coordination, efficiency, and effectiveness. They are intended to redesign and realign institutional structures of public institutions to enable them to be initiative-taking in serving the society. The process of relocation of functions involves various stakeholders who at times have conflicting goals and decision-making roles. By instituting the relocation of functions, these stakeholders seek to create conducive institutional cultures, clarify roles and responsibilities (redesign), build capacity for effective performance (development) and to improve service delivery performance. For the purpose of this study, the research activities were undertaken at the Free State Department of Police, Roads and Transport (DPR&T), a provincial government department consisting of a staff compliment of two thousand, two hundred and seventy-one (2271) employees. From this target population, a probability sampling method was used to select a representative sample of eighty-six (86) respondents to whom a research questionnaire was administered. The findings of this study reveal that most respondents were professionally qualified and experienced African males aged between 50 and 59 years who had served DPR&T as Assistant Directors. Most of these respondents understood the reasons for the relocation of functions and were aware of changes it has had on the functioning, structure, and strategy of DPR&T. They however were not content about the degree to which they were consulted about the process of relocation of functions. As far as how conditions were during the relocation of functions, most respondents held the view that it was not associated with transfers, early retirement packages and retrenchments (job losses), and there were no threats that emanated from the proposed structure. These respondents thought that vacancies were filled as and when they became vacant and that there was job security. However, they reported that the process was stressful as their workload had increased, with lack of clarity about roles and responsibilities, limited support by supervisors and unrealistic performance expectations. As such, most of them felt they were underpaid for their job responsibilities and reported having contemplated resigning from DPR&T at some stage. ii Most respondents were concerned about uncertainties that existed during the relocation of functions in DPR&T and according to them, timeframes for implementation were not communicated, there was lack of clarity of roles and responsibilities, there were no opportunities for employees to give input and the working conditions were unfavourable with regard to their active and productive participation. In as far as the roles of leaders and managers are concerned, most respondents held the view that leaders and managers consulted employees, communicated clear and precise messages, were transparent, they implemented consolidated policies and procedures and that they had appointed an independent service provider (change agent) to manage the process of relocation of functions. In so far as the impact of relocation of functions on DPR&Ts and employees’ performance is concerned, most respondents agreed that it has impacted on turnover, employees’ workload, safety, degree of commitment to DPR&T and availability of skilled employees to enhance service delivery. Lastly, the majority of respondents held the view that the relocation of functions impacted on employees’ morale, their performance (productivity) and degrees of certainty about career prospects and roles and responsibilities in DPR&T. Respondents further reported that the relocation of functions has impacted on the ability of employees to learn new skills and to effectively perform their work, thereby increasing the levels of anxiety amongst them.Item Factors influencing high turnover of millennials with scarce skills: a case of the Limpopo economic cluster departments(2024-08-05) Letshokgohla, Moloko Phineas; Kahn, S. B.This research was conducted to investigate the factors influencing the high turnover of millennial employees who have scarce skills in Limpopo Economic Cluster Departments (hereafter referred to as EC). The research focused on critical job satisfaction needs such as the employment conditions contributing to the turnover, how the EC meets the expectations of millennial employees and the measures that the EC implements to retain millennial employees with scarce skills. A qualitative research design was adopted where an interview guide was used to collect data from ten full-time millennial employees who possessed scarce skills in the Economic Cluster departments and state-owned enterprises of the Limpopo Province using purposive semi structured in-depth interviews. Thematic analysis was used to analyse the qualitative data using ATLAS.ti 22, a computer-assisted qualitative data analysis software package. The research found that among many factors that influence turnover, millennial employees with scarce skills left the EC mainly because of a lack of growth and progression opportunities. Seventy percent of millennial employees confirmed that positions that provided growth and progression were few, and when such posts were advertised, millennials were overlooked despite having relevant experience and qualifications. The research also found that the EC outsourced work to the private sector, despite millennial employees having the required competencies and experiences. Furthermore, the study discovered that when supervisory support was accorded to millennial employees, they were able to overcome difficult situations. Supervisory support included regular meetings with supervisors. Millennials found this encouraging because they could resolve their work-related frustrations. The research further discovered that EC did not have a mentorship programme in place, and as such, there was no skills transfer from Baby Boomers to millennial employees. This situation posed a risk of an erosion of skills and institutional memory when Baby Boomers retired from public service. The research contends that while recruitment of millennials who possess the required competencies and capabilities will also address the challenge of a high unemployment rate among youth in the EC, retention of these workers should also be prioritised by human resources (HR). Filling scarce-skill positions would translate into optimal institutional performance, which would address poor service delivery and prevent unnecessary protest actions by communities. To retain millennial employees with scarce skills, the research recommends that the EC develops a retention policy that includes pay progression and provision for counteroffers to millennial employees. This can be achieved by designing market-related salary structure. The retention policy should include mentoring as it is important in upskilling millennial employees at the EC. Mentorship should form an integral part of the job description and performance agreement of supervisors. The mentorship programme should be designed to harvest and transfer skills from Baby Boomers to millennials. It would also help the EC avoid relying on former employees through contracts and outsourcing services.Item Perceptions of professional ethics in labour relations at the Gauteng Department of Education (GDE), South Africa(2023) Tsebe, Mogaba Daniel; Van Antwerpen, S.; Kahn, S. B.Ethics is not a new phenomenon under investigation. Countries worldwide are concerned with how workers conduct themselves while on duty and have developed mechanisms to promote ethical behaviour in both the private and public sectors. It is, furthermore, of essence to promote ethical behaviour in the public services because of the nature of services that are delivered to communities. Although the South African government has done much to provide a legislative milieu for public officials to operate in, the unethical behaviour within the public service continues as if no legislation exists. In the South African public service, ethics and promotion of ethical behaviour have become a topical debate following the institution of several commissions of inquiry such as the arms deal, allegations for impropriety regarding the public investment corporation, Mokgoro and recently the Zondo commissions. The GDE is not immune to unethical behaviour because there is a steady increase in misconduct cases, grievances, and disputes. These ultimately affect the mandate of the institution to deliver effective service delivery, to promote professionalism, and to clamp down on loss of state finances. The current measures to curb unethical behaviour do not seem to have a positive influence on employees’ behaviour and conduct. This negatively impacts the image of the institution and the relationship between managers and employees which in return affects their operations. The study followed a quantitative approach to explore whether the existing measures of promoting ethical behaviour enhance professionalism and effectiveness, and ultimately promote sound labour relations between managers and employees at the GDE. A questionnaire was utilised to gather data and following the implementation of the questionnaire, ideas and themes were identified in the data. The research presented the findings and recommendations in response to whether the existing measures of promoting ethical behaviour enhanced professionalism and effectiveness, and sound labour relations between managers and employees at the GDE. The most important findings are that despite the presence of effective measures of promoting ethical behaviour and the existence of sound labour relations at the GDE, there are employees and managers who are still involved in unethical behaviour. There are instances where unfair labour practices are recorded at the GDE, and often not v reported in fear of victimisation. The study recommends that the GDE may have to adopt several cardinal ethical standards that would guide all employees and managers on how to act accordingly. Finally, the study recommends that the GDE may have to involve trade unions (representing employees) in different labour relations committees where decisions related to labour relationship are concluded.Item Institutionalisation of the government-wide monitoring and evaluation system by the Department of Planning, Monitoring and Evaluation in the Presidency(2023-02) Masombuka, Stellah Sarah Nagembe; Thani, Xolile CarolPerformance monitoring and evaluation, as a development agenda, has been one of the core drivers and policy imperatives in South Africa, with an increasing acceptance of the need to improve governance, accountability, and continuous transformation in the public service. This affirmation has been realised through the policy pronouncement of the Government-wide Monitoring and Evaluation System in 2005, which was approved and adopted by the South African government for systematic collection and use of performance information to evaluate government performance through programmes. The formation of the Department of Performance Monitoring and Evaluation, now called the Department of Planning, Monitoring and Evaluation in the Presidency, aimed to coordinate a systemic programme of policy performance monitoring and evaluation across government through the Government-wide Monitoring and Evaluation policy framework. Key enablers to this mandate have been the development trajectory set by the National Development Plan and the subsequent outcome-based approach, which provided for the alignment of the delivery agreements of ministers with the departmental strategic plans to improve coordination within and amongst departments. This has placed the department at the centre of government to institutionalise the Government-wide Monitoring and Evaluation System through its policy framework, to improve the quality of service delivery, measure results and foster accountability and evidence-based decision-making. Using a systemic document analysis, this study aims to examine the role of the Department of Planning Monitoring and Evaluation in relation to the institutionalisation of the Government-wide Monitoring and Evaluation System. Further, it aims to examine the practice and sustainability of the system together with the related challenges. Findings confirm strides that have been made and the conducive environment with enhanced capacities, skills development and legislation that has been created for the system. This is with an acknowledgement of the complexities and the elaborate nature of the institutional arrangements and intergovernmental relations across government for monitoring and evaluation, which continue to constrain the delivery environment. As the coalface of services, the local government continues to lag and requires attention. Thus, the recommendations of this study are based on policy, process, and institutional improvement to sustain the Government-wide Monitoring and Evaluation System to safeguard the investments made and meet the demand that has been created.