Journal of Public Administration - Special issue 1, July 2006
Volumes & issues
Special issue 1, July 2006
Source: Journal of Public Administration 41, pp 166 –176 (2006)More Less
Various institutions of higher education, as well as editorial boards of scientific journals, advise prospective authors to avoid the first person. In this article we argue against the uncritical avoidance of the first person and try to analyse the reasons why such weak style is prescribed. We show that the avoidance of the first person is probably motivated by an outdated positivism, that the avoidance of the first person is not necessary for objectivity, and that the avoidance of the first person may be based on conceptual confusion. Scientists are persons, and persons are subjects. Objectivity lies in the methods applied by researchers. The strength of some of the qualitative research methods is their ability to utilise the researcher's subjectivity in the process of gaining objective and rational knowledge. No reason could be found to believe that an impersonal writing style promotes objectivity. Using the first person means accepting responsibility for what you write.
Author F. MinnaarSource: Journal of Public Administration 41, pp 177 –190 (2006)More Less
The South African public sector has gradually introduced a comprehensive performance management system since the publication of the Presidential Review Commission's Report to former President Nelson Mandela in 1998 as its micro management framework. This system is based on the application of two distinct, yet mutually dependent management techniques, viz. strategic planning and performance management. Strategic planning allows for an institution to set its strategic direction based on an analysis of the conditions and needs in the external management environment, matched with institutional capacity. Performance management then provides the management applications to enable the institution to arrange its structures, organisational set-up, institutional systems and management processes around the strategic direction determined during the strategic planning phase of the integrated process.
The management framework that gradually took shape following the recommendations of the Presidential Review Commission is still unfolding, as functional areas of management competencies, such as public finances, human resources management and development and the supply chain management framework are transformed to bring it in line with the integrated performance management system.
Given the above-mentioned introduction, the aim of this article will be to explain the unfolding integrated performance management system contained in legislation, regulation and policies issued to guide the implementation of the system.
Source: Journal of Public Administration 41, pp 191 –205 (2006)More Less
A clear understanding of the concept of TQM, as it is presented in literature, forms an essential part of the initial foundation on which to build a framework for its implementation. This article covers different rationalisations of the TQM concept as an internal institutional arrangement. It provides an overview of quality management as a discipline, based on a historical review of its development. The principles and definitions of TQM, provided in relevant literature, are discussed and on that basis, a definition of TQM is formulated. The reasons for the introduction of TQM are analysed, including the fact that it can assist institutions to improve and, in the process, better serve their communities and their own employees.
Corruption in South Africa with particular reference to public sector institutions : the evil of all evilsAuthor H. KroukampSource: Journal of Public Administration 41, pp 206 –217 (2006)More Less
The high prevalence of corruption, especially within African states, is based on the assumption that the continued prevalence of traditional moral values within African societies is a key enabler of corrupt behaviour. Whereas Western public administrations are marked by strict separation between the private interests and public responsibilities of officials, this is not the case in what have been termed 'neo-patrimonial' states within Africa. In these states the receipt of gifts and payments by officials is deemed to be culturally acceptable. Government and organized politics are characterized by extensive patron-client networks and widespread nepotism. One needs, however, to move beyond debates about whether traditional African culture inadvertently lends itself to corruption, and focus on mechanisms to minimize or prevent these activities from taking place. In this article the causes of corruption will be investigated as well as the impact thereof on the South African public. The measures that the South African government undertake to combat corruption will be discussed and recommendations will be made to optimize these arrangements to develop an integrated strategy against corruption.
Author F. UysSource: Journal of Public Administration 41, pp 218 –230 (2006)More Less
Disasters worldwide are becoming ever-increasing problems with cost implications for individuals, institutions and governments. Timely and accurate information in the mitigation phase of disaster management can enable actions that reduce losses, speed up reaction and make rehabilitation more effective. Whistleblowing, when defined in a broad context so as not to limit it to the employees of institutions, but to include any member of the public, could function as such a mechanism. Examples of disasters that have been or could have been prevented if someone had blown the whistle demonstrate not only the role that whistleblowing could play in preventing disasters, but also in combatting corruption as well as further disasters in the rehabilitation phase.
In the debate around the ethical issue of loyalty, the conflict between whistleblowing and loyalty as values is clear. A positive change in attitude towards whistleblowing is taking place, especially with regard to the protection of whistleblowers through, among other things, legislation in various countries. In spite of this there are still limiting factors that influence the decision of role players in disaster management on whether to blow the whistle.
Prerequisites for the successful implementation of the promotion of access to Information Act 2 of 2000Author B. RobertsSource: Journal of Public Administration 41, pp 231 –240 (2006)More Less
The Constitution of the Republic of South Africa, 1996 stipulates that every person has the right of access to information held by government. To give effect to this right, legislation in the form of the Promotion of Access to Information Act 2000 (2 of 2000) (POAIA) was promulgated. The mere existence of a legislative framework regulating aspects such as the nature of the right, administrative matters, legitimate limitations and enforcement mechanisms does not mean that the right of access to information will automatically be fulfilled in the way that the drafters of the Act envisaged. The success of the access to information regime will be determined by the manner in which the POAIA is implemented in practice. This article explores a number of prerequisites that are considered necessary for the successful implementation of the POAIA.
Strategic human resource management in the public service : a South African Police Service perspectiveAuthor E.J. Van der WesthuizenSource: Journal of Public Administration 41, pp 241 –257 (2006)More Less
This overview of strategic public human resource management (SPHRM) establishes that human resource management (HRM) is a major influence in the strategic management of police affairs. The Department of Public Service and Administration (DPSA) has frequently referred to the importance of strategic HRM and how the efficient application thereof can lead to effective public service delivery. Therefore, the concept of SPHRM holds considerable promise for improving service delivery in the South African Police Service (SAPS). However, to come to grips with this promise, it is necessary to analyze the concept with clear meaning within the context of police management. Public human resource management (PHRM) practices are undergoing continual transition since 1994, moving from former formal closed-mechanistic concepts to more flexible modern policies and strategies. In the face of these changes, police managers and HR specialists are currently expected to take on new roles and adopt different values within the broader public administration field. One of these roles provides impetus for the HRM function to achieve an elevated level of strategic integration with corporate and business strategies. The viewpoints used in this article provide support for arguing that SPHRM requires a systematic view of HR matters in the SAPS, opting for a conceptual framework representative of the kind found in Public Administration literature.
Author M.J. MafunisaSource: Journal of Public Administration 41, pp 258 –269 (2006)More Less
This article explores the promotion of gender equity in the public service with specific reference to Limpopo Province. The public service's performance in the area of employment equity is essential for different reasons. First, the public service employs more than one million people, and it therefore constitutes a significant proportion of the formal labour market. It should act as a role model in promoting employment equity in the country. Second, the duties of the public service generate another reason why enhancing gender equity in the public service is critical. The incorporation of a justifiable Bill of Rights in the Constitution of the Republic of South Africa, 1996 is one of the essential measures to protect the civil rights of citizens. A brief overview of attitudinal, societal and institutional prejudices against women in the workplace has been provided. The constitutional, legislative and policy measures for enhancing gender equity are identified. A review of the track record of public service departments in complying with gender equity policies and legislation is made. The employment equity trends of the Limpopo Provincial Government is used as a basis for analysis. The trend analysis covers the period October 2001 to March 2005.