Journal of Public Administration - Volume 39, Issue 4, 2004
Volumes & issues
Volume 39, Issue 4, 2004
Author C. ThornhillSource: Journal of Public Administration 39 (2004)More Less
One is tempted to reflect on the past in writing an editorial for the last issue of the year. This will not be done. However, it should be mentioned that with the inclusion of this issue, six issues have been published for 2004. Apart from the four normal issues one special issue was devoted to action research regarding local government (Vol 39, No 1.1, February 2004) and one special issue was devoted to administrative and managerial issues related to South Africa's ten years of democracy (Vol 39, No 4.1, November 2004). This achievement is a first in the history of the Journal. This has the effect that 30 articles had been published (excluding the action research contributions). It could thus be stated that JOPA makes a valuable contribution to the literature on public administration and management and encourages debates on critical issues (e.g. Cameron versus Atkinson and Bekker on action research).
Human resource management of diversity in the public sector : addressing challenges of inequality and exclusionsAuthor N.E. TshikwatambaSource: Journal of Public Administration 39, pp 592 –606 (2004)More Less
The subject of this inquiry is human resource management with specific reference to diversity in the public sector and the consequent challenges of inequality and exclusions which need to be addressed. The emphasis is on people or human resources, the contention being that personnel administration ignores the human face of the workplace by concentrating on systems and procedures. Diversity in the workplace is recognized when the worldviews the workforce subscribes to, are identified. Recognition of the worldviews is valuable and is a resource in the public sector. The Emmanditsh dimensional model of diversity outlines the levels, namely; personal, interpersonal, cultural and interpersonal where variations exist. This model articulates the primary and secondary dimensions of diversity. It is concluded that human resource management strategies and applications are useful in diversity management. The conceptualization of the corporate cultures requires strategies to create viable cultures that incorporate values of humanity based on its workforce. The diagnostic and determinative approach to the functionality and dysfunctionality of conflict is fundamental in a human resource management environment. Contrary to the traditional view that appreciation is the first step towards diversity management, the approach which utilizes the farming of knowledge provides new and interesting perspectives.
Author I.U. IleSource: Journal of Public Administration 39, pp 607 –619 (2004)More Less
The very nature of administrative arrangements suggests that the form of centralisation or decentralisation of power to constituent units, regions or states is a fundamental issue for all societies, as this has implications for the machinery of government. The federal system, a devolved form of government with varying degrees of regional autonomy, suggests that a greater level of co-existence will be achieved, but this is not always the case as complexities in the management of various phenomena such as multiculturalism are bound to arise. The challenge is for governments to manage the inherent differences in multi-cultural societies as this varies from country to country. The federal Nigerian state, a creation of the British colonial administration has emerged as a melting pot of diverse ethnic and cultural groupings, with continuous threats to the polarisation and atomisation of the Nigerian society. The management of multiculturalism in any society could be translated as a major weakness or challenge or as the nation's must important strength or asset. In the case of Nigeria, it should be noted that historically, regional or tribal identity has been pursued at the expense of nationhood. This article will deal with the concept of federalism, the evolution of the Nigerian federal state, inherent challenges and tensions, and pointers with regard to managing multi-culturalism and intergovernmental relations in the federal state.
Author C. CloeteSource: Journal of Public Administration 39, pp 620 –642 (2004)More Less
Insufficient use is currently made of policy impact indicators to enable governments to effectively assess the impacts of their policy programmes on objectives of sustainable development. Attempts to develop systematic policy impact indicators have so far taken place mainly in North America and Europe, where more sophisticated management applications are found, and where the technological advances in software applications in the public sector have made such specialised foci possible and feasible. This paper contains a summary and assessment of the progress that has been made so far in the UN and selected other cases, as well as in South Africa to fill this gap and develop contextualised policy sustainability indicators for the measurement of good governance performance. These initiatives could also be customised for application in other (especially developing) countries.
Author Y. PenceliahSource: Journal of Public Administration 39, pp 643 –654 (2004)More Less
The rules of work are in a constant state of flux. New benchmarks are being developed and used by which employees can be evaluated. The advent of the emotional intelligence phenomenon over the last decade has questioned traditional views of what it takes to be, for example, an effective manager or an effective organization. The view that high emotional intelligence may lead to personal and professional success has generated interest in, among others, academics, managers and the general public. According to opinion and workplace testimonials in some circles, emotional intelligence positively influences individual performance. This paper attempts to, inter alia, provide an understanding of the phenomenon of emotional intelligence (EQ); provide a perspective of EQ in the workplace; probe EQ competencies for effective management; and examines the impact of EQ on organizational success.
Author C. AuriacombeSource: Journal of Public Administration 39, pp 655 –669 (2004)More Less
In recent years, in the wake of disasters and frauds there has been a growing awareness of the potential importance of reacting to employee whistle blowers. In this article a brief overview of existing cases of corruption where the potential value of employees raising concern over malpractices, is largely evident, is given. Whistle blowing has been defined often and in differing ways in the literature. An attempt is made to clarify the meaning of whistle blowing and to argue for a narrow interpretation of a whistle blower which contains three necessary social actors, each of whom takes actions in response to the others. This article explores the controversial stages of whistle blowing with an emphasis on the options and dilemmas in blowing the whistle. It argues that given its important functions and implications, whistle blowing should be encouraged and protected in institutions. The issues that have come up suggest what steps in institutions are necessary to maintain a positive culture of whistle blowing. Since external disclosures are clearly undesirable, the challenge for employers is to devise a policy and procedures which positively encourage the internal reporting of concerns.